Our project model
Principal Project management model
After extensive research among 100 clients, Bisnez Management has developed the Principal Model. This model offers clients guidelines for the management of strategic programmes and projects. The model is described in the book Principal: Never the model, always the person. The book is available in English and can be ordered here.
The model is based on the system of governance. The essence of governance involves establishing control and structure for all the activities that must be carried out in the various stages of a project. For each stage, the structure of the governance may change. Yet it must safeguard the project’s predictability and offer the client the assurance of a quiet night’s sleep.
What problem needs to be resolved and why does this problem deserve a solution? During this stage, it is important for the client to verify in advance whether the intended result of the project satisfies a concrete need. It is crucial for the problem to have an owner.
Which possible solutions are there for the problem and what are the pros and cons of each of them? In many cases there is a risk of viewing the project as the one-size-fits-all solution to all problems. That leads to ever-growing ambition. During this phase, emphasis is placed on the business case, which serves to clarify the benefits and downsides of the intended result, what efforts are required and what the interim deliverables should look like.
Is the chosen solution feasible, given the environment in which the project will take place and the time and means available? It is necessary to have insight into the characteristics/complexity of the organization within which the project will be executed. The project goals, its management and structure must fit in with the organization’s own culture, strategy and objectives. The organization’s complexity and culture also play a decisive role in any choices made regarding the project’s structure.
During this phase, the main concern is getting the best people and the right means involved in the execution of the project. The client must ask themselves whether there is any point in starting the project if these conditions have not been fulfilled. Furthermore, it is important that the client is aware of their role as gatekeeper; they must decide whether outside influences are let in or kept out.
What lessons can be learned for the future? Both interim and final evaluations are essential for professional project management. In practice this proves to be difficult, as evaluation is often overlooked once the execution of the project has begun.
Would you like to discuss the opportunities this model can offer you? Do you want to talk about the check we can do to provide insight into the status of your change project? Contact us via firstname.lastname@example.org or by calling 0182 – 350 325.