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“Most modern projects are uncertain, complex, and changing, and they are strongly affected by the dynamics of the environment, technology or markets (…) one size does not fit all (…) to succeed, you must align your project to the environment, the task and the goal, rather than stick to one set of rules (…) you can no longer assume that your initial plan will hold until the project ends (…) changes will take place.”

Reinventing Project Management by Aaron J. Shenhar and Dov Dvir [Slides]

RPM introduces the above “diamond framework” to enable managers to strategize and execute projects, where Change = NTCP

• Novelty: taps into new opportunities
• Technology: enables improved performance and functionality
• Complexity: competing on the basis of being able to manage sophisticated programs
• Pace: seeking first mover advantage and enabling agile responses

The diamond’s shape defines each project.  Projects showing similar shapes can benefit from shared practices and efficiencies.

My chart (above) focuses on visualizing the end result and, therefore, depicts CSF, critical success factors, instead. We call this approach “the rule of 6,” which happens to be quite relevant to the projects my team works on:

1. Strategic: does the project support ongoing (or future) efforts that are relevant to my enterprise? Otherwise, does it address new areas of interest, even if they fall beyond our comfort zone?
2. Differentiation: does the outcome of the project make a difference and in what specific terms? why should we undertake this initiative instead of working on something else? does it rise our competitiveness?
3. Wow factor: are we passionate about it? is it engaging? will it create a lasting impression among our clients? Is this a project we’ll be proud to showcase?
4. Technical feasibility: can it be made in an unconstrained environment? does it leverage existing assets? does it enable the development of new assets?
5. Affordability: can it be executed in a constrained environment based on given resources and timeframes? Can it be subject to fast experimentation and prototyping? Can we teach and engage others on how to replicate and/or leverage key elements?
6. Value for clients, users and the ecosystem: what’s in it for the various stakeholders in the value chain? what are the trade-offs? Why would others acquire it, use it and/or contribute to the project’s success?

I am borrowing this graphic from Tim Brown’s “Change by Design” as my model looks to blend the power of its simple framework with the elegant sophistication of the diamond approach. Expect updates as we get to battle test the model and learn how it performs. As usual, I will welcome your comments and emails on the subject.

Related posts:

J. de Francisco blogging from Chicago on September 7, 2010

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