What are the two biggest predictors of a successful security technology project? Performance expectations and requirements that are clear, and a project that is well-managed from start to finish. If you don’t have the performance expectations correct, the solution will all-to-often address the wrong issues. Additionally, there is no way to measure if the project meets stakeholder needs. Expectation-setting, as well as managing the project itself is both an art and a science. However, careful attention to details in advance along with stakeholder engagement throughout the process will produce reliable outcomes.
Expectations – Initiating the Project to Support Success
Defining expectations is the most critical component of project success and is one of the few things that can truly be controlled by an organization. It does not require special technical knowledge and skills, or special security skills. So why is it so often forgotten? One of the main reasons is that projects do not happen in a vacuum. Management is often under-the-gun to get projects started (and finished) and in their haste, steps are skipped. Here are some of the failures we see as a result:
- Success is not clearly defined.
- Requirements and constraints are murky.
- Not all stakeholders have the same definition of project success.
- Product and installation standards exist, but they aren’t always shared with the design and deployment teams.
- Device placement and hardware installation items are fully addressed, but the softer items (naming conventions, process flows, and operational triggers) are given “lip service” or ignored.
- Underestimation of the logistics involved in training a 24/7 operation staff that are already operating at capacity.
- Existing operations and the new design are understood and defined, however, the transition between the two is assumed to magically occur.
A structured and deliberate approach helps to streamline and smooth the process. The effective project manager solicits and captures the views of all stakeholders and facilitates achieving a collective agreement as to the measures that are most important. This puts the project on a solid path to success.
Start by asking questions.
- What will define success for the project? What does it look like, how is it demonstrated, and how is it measured?
- Are there schedules or blackout periods that must be accommodated and met?
- What is the budget for the project?
- What takes precedence when there are conflicts between schedule, budget, and performance constraints?
- How will the project affect the existing staff?
- Are there other considerations?
- Of all the items identified, what is the highest priority? What are the “nice to haves” and “must-haves”?
Challenge assumptions to validate that what you think is true is understood by others in the same manner. If you are not sure or have doubts, that indicates things are not clearly defined and it’s time to go back to the drawing board. Clearing up these issues early avoids significant pain later in the process.
Project Management
Once you know where you are going and what success looks like, management of the implementation becomes key. History and sports have demonstrated that a great team of people, without a leader or coach, will repeatedly underperform a capable team with a talented leader. The project manager is that leader, providing the framework and performance reminders to keep everyone tracking and focused on the same goal. Part cheerleader, part disciplinarian, an effective project manager is key to the overall success of the project.
What does it take to be an effective Project Manager?
- Prioritizing communication and asking probing questions.
- Listening to and learning from stakeholders, subject matter experts, and experiences of past projects.
- Maintaining a disciplined focus on the mission.
- Taking ownership of the project and paying attention to details.
Project managers need to know more than how to develop a project plan and manage a Gantt Chart. They also need to understand the overall technical aspects of the jobs being performed, so the tools (plans, charts, metrics, and meeting templates) can be applied appropriately and in the proper context. They don’t have to be experts in all areas yet need to be sufficiently inquisitive and listen so that they can relate project details to the overall project mission success.
A “Project Manager” that tracks and updates a schedule is not a complete project manager. A “project manager” that inspects jobs and gathers information regarding project status and risks is not a complete project manager. Both skill sets need to be resident within the project manager or project management team.
So, what are common project challenges and what can you do to maximize success?
- Insufficient Up-Front Planning & Not following a Proven Project Management Process
a) Initiating – Establish clear expectations
b) Planning – Detail out the path to meeting expectations. Address stakeholder management, team development and management, resource planning, budget, schedule, interdependencies, issue resolution, success verification, and project closeout. Build expectation validation, plan approval, intermediate testing, final testing, and lessons learned into the project plan and schedule.
c) Executing – Put the plan into action and adapt as necessary.
d) Monitoring & Control – Apply constructive process monitoring and quality assurance throughout the project.
e) Closing – Formally complete the project and capture lessons learned.
- Authority
a) Does the project manager have all the necessary tools to complete the job? Has he or she been empowered to make adjustments when problems arise? An effective project manager anticipates and resolves challenges before they become monumental, but this isn’t possible if he or she lacks the authority to fix things.
- Risk Identification
a) Your people are your greatest asset and potential worst enemy. Often, they either don’t recognize risk or they think they can fix it and thus never communicate the issue.
b) Maintain perspective by occasionally stepping back from the details to see what is going well and what is falling behind.
c) Once risks are identified, document the issue, impact, mitigation plan, and track mitigation progress.
d) Identifying risk is not enough. When you see trouble brewing on the horizon, communicate this swiftly and honestly to those who have the authority to change the trajectory.
- Communication
a) Remember that regular and effective communication is the project manager’s most impactful.
b) Understand the interest and influence of each stakeholder, then use that information to tailor communication in a way that is maximally effective. Pick the communication media that is most appropriate for each stakeholder.
c) Focus on what is important, don’t get diverted by items that are urgent but of low importance.
d) Address issues by bringing plausible solutions or probing questions so that solution paths can be identified.
e) Embrace the adage that “Bad news doesn’t fix itself or get better with age.”
- Ill-defined Timelines & Milestones
a) Having a schedule is great, but is it practical as a management tool? By adding a way to measure achievement of schedule milestones, you will keep everyone on the same page about what schedule task completion really means.
b) Ensure that timelines and milestones incorporate interdependencies and accommodate resource constraints.
· Biting off More than You can (or choose to) Chew
a) Managing lots of projects poorly rather than managing a few to success rarely is a good choice.
· Overreliance on Project Management Software
a) Utilize project management software to assist with the organization or information, tracking of progress, and documentation of results. Keep in mind that the tools are not the solution or panacea to project management success. The tools are supporting elements that help increase project management process execution. The most important tool is a knowledgeable and skilled project manager who has the tools and organizational support to be successful.
The payoffs resulting from applying these elements to your projects can and often mean the difference between dismal failure and tremendous success.
About the author: Benjamin Butchko is President & CEO of the security consultant firm Butchko, Inc., which handles Operations/Risk Assessments, Master Planning, and System Design. Copyright © Benjamin M. Butchko, 2019
