Managing the Front-End of Projects; Is it Part of the Project?
There has been some good discussion as a result of my post on September 15th on the "impact of initiation and planning on the project budget." Managing these early phases well is truly a gap in the project management field and there doesn't seem to be industry consensus on whether these phases (known as Front-End-Loading or FEL) should be part of the project or not. Traditional thinking seems to place FEL outside the realm of project management, as a separate entity, with project management only getting involved once the resulting charter is established. Yet, this is odd, since Front-End-Loading plays such a significant role in project success.
The paper below, from the proceedings from the 2005 PMI Global Congress in Edinburgh (be sure to click on the link for the PDF version for best readibility), makes a good case for including FEL as part of the project. At the very least, we need a way to better integrate these strategy, conceptualization, governance, and early planning activities with the project itself.
Managing the Front-End: how project managers shape business strategy and manage project definition
Labels: business-case, business-impact, business-strategy, governance, initiation, it-governance, pmi-project-management-institute, project-planning











1 Comments:
Jerry,
That's a great article. I particularly like this summary paragraph:
...As the four case studies show, there is still confusion in practice, with some organizations seeing project management pre-eminently as a managerial, execution oriented activity. The PMBOK Guide® and OPM3™ fully support such an interpretation. Yet it is at odds with what the literature, and many companies’ experience, shows to be the case: that managing projects effectively begins in the very earliest of phases (Milestone 0). If projects, and programs, are only done for a purpose, they should be dynamically connected to the enterprise strategy. For, as the case studies show, the evolution of projects generates new information which often needs to be fed in to the enterprise’s ‘emergent’ strategy.
Although Professor Morris isn't advocating enterprise-level Streamlined EVM, as I do, his studies certainly support enterprise-wide Systems Thinking (the antidote to Silo Thinking.) The front end of a project is not just a critical element of a whole-project view, but both are critical elements of a whole-enterprise view.
I'll post another message with a true story that exemplifies emergent strategy. This practial example will help explain that emergent strategy usually begins well before the conceptual phase (e.g. milestone 0). That is, linking project planning to project execution is a a subset of a larger issue.
/Garry
www.projectfrontier.com
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