the PSC roll this is again is an idealized situation where you're you staffed up your PSC before the project charter is complete.
or well, you know not not a big deal. But the project chartered
is the project's constitution.
the role of the PSC is to be the guardian
of said Constitution. So you're almost a combination of the Supreme Court
as well as the state legislators as well as
all rolled into one. So you have to be
knowledgeable in about
that if you see something come across during one of these meetings, it's outside the charter. Yours go.
That's outside the product harder. This is not being addressed. It needs to be addressed. We have to modify the project
and the product charter. You know the outcomes and deliver Bols the objectives. Those were the key elements of the charter. So those things change,
then the PSC is gonna be heavily involved in
understanding and approving that change or disproving that change.
It all just kind of depends on the situation. But
you, as a member of the PSC,
of the Project Constitution
and as a project manager within
Enterprise Project Management. You have to
recognize that respect it
and just know that when the time comes to make changes to the charter, this is gonna be the process you gotta bring that to. The PSC,
you have to say, is what the Constitution used to say, but some new information become available.
This is what the product charter, I think it means to say,
impact to your iron triangle, right cost
or performance criteria, or just cost schedule forthe cafeteria
to be approved. This change or disapproved this change
whatever the final version of this project chartered looks like or the Project Constitution
is what's going to be used in the project closure report to determine whether the project was successful.
So if you had, say, 10 requirements going into it and Number 10 was, ah, very elaborate disaster recovery
at some point during the project
were given the option of
eliminating disaster recovery.
if you do elected eliminated, that is no longer can be held against the project manager that they failed to develop a disaster recovery site. That's all
so the successor of the failure of the project, which often impacts the project. Managers resume their career advancement. Things like that.
It's gonna be based on the project charter. So the PSC needs to
project charter, and they need to be the only group of people
they can either approve or decline changes again
outside of large changes that need to go the SC.
So we talked a lot about change control. There's some really good quote
I personally find inspirational.
We'll see a good kind of way.
the decision making body for changes
but at the same time, the PSC has to recognize
that new a battle plan ever survives contact with the enemy.
deliberate strategy is no longer
100 well, probably was never 100% reliable, but it's even less reliable now than it used to be.
So emerging strategy is key, so changes themselves
Sometimes changes indicate
failure to properly plan the project, and that
is bad in the sense of we want a document that for lessons learned
but often times changes
just part of life. Part of project manager
so changes aren't inherently bad,
but you want to use your deliberative in your emergent strategy skills
to determine whether those changes Aaron scope or add a scope, whether the project should
be changing minute by minute, hour by hour, which is very difficult s cute
there are certain things that can probably move on to,
you know, face to face three.
The maintenance of whatever it is that you're building. So if you think about you know,
perfect is the enemy of good enough. So sometimes things that are good enough are just good enough. It's okay
to be good enough and then go back to those
areas and improve them later.
If you wait for perfection, you may have a project that goes on forever.
So the PSC is a phase gate
for those kinds of things when it comes to change control, and that's very important. So
don't abdicate your authority. If you're a member of a PSC for change control,
and if you're the enterprise project manager,
don't let them advocate the authority. Pertain control.
Put your back onto you.
It happens. It's normal. Our life, not a big deal,
lad, needs to be controlled.
Um, so we talked about the project
execution, but we also within that
not to be overly PM I centric,
but there's a you admiring, controlling area. So project monitoring
what are the things that you need to do within project governance to
effectively monitor project into meat
as often as you to meet biweekly monthly
weekly, whatever it is going to depend on the project, But you're gonna meet,
you're gonna approve the stash reports so that it has the appropriate level of political support. When it becomes public,
you're gonna measure the progress via one of the three methods that we had talked about before.
each one has a strength of weakness, but the important thing is that you're measuring progress. You're holding that project manager accountable
for what they're telling.
if the project manager brings you challenge or a roadblock,
part of your role as a member of the PSC is to eliminate those roadblocks. You're a senior manager or a senior executive for a reason.
You can eliminate roadblocks. You're not very useful to the project manager.
You're gonna prove changes.
Uh, at the same token, you're gonna hold a project manager accountable,
responsibility and accountability kind of flow both ways in this In this regard,
the PSC As a rule, the product manager has a
each group or individual. In the case of the project, Manager
needs to be able and feel comfortable
holding the other group accountable for their roles. And that's why identifying those roles and responsibilities
early on the project is so important so that it's not a he said. She said. Uh,
any sort of political battle. It's just reality. Reality is, is on the PM for the moment,
and I say, Hey, P S C. I can't make a change to this project until you approve the change so that I could change the scope
that should not offend the PSC or in any way
cause they make. I agree.
specify that your expectations early they go, Yeah, you're right. That's our role.
We have to look at the change and approve it before you can do it, so we're not gonna hold you accountable for that part. However, we're gonna hold you accountable for these tasks being late because you were supposed to have done two weeks ago and they haven't been.
And again, it's not adversarial in the sense of finger pointing and trying to throw somebody under the bus. It's just having clear defined roles within project management.
So in summary of this very long lesson, but very important lesson
in the next us, and we're gonna talk about
organizational change management, and you should find that fairly interest
again. Thank you for attending and look forward to seeing in the next video.