Chris L.

Most importantly, actually try and understand what specific CSV deliverables need to be delivered, at what point in the lifecycle and by who. Be very clear on what falls under CSV scope, automation scope, and IT scope. Sounds simple but can cause so many headaches if not clearly defined.

In my experience, and this will sound so obvious, is that any progress metrics or KPIs need to be meaningful. There is absolutely no point churning out data and doing nothing with it. If this means changing tools then be bold. Not one size will fit all; scaleability is key and should factor in a number of complexities such as location/region, maturity of site/project team, size/complexity/familiarity of project scope. Also, be open to listening to others within the project. KPI can be best interpreted as Keep People Informed so take time to ensure stakeholders are getting the information they actually want and if they’re not you may want to change it up. Sometimes you do not need a sledgehammer to crack a nut.

In my experience, try not micromanage and give your team autonomy to make decisions and manage their time if you have provided the right tools to do the job. Trust them to get the tasks done, that’s why you hired them. Always be available to support them if they need guidance or advice. Be nice, supportive and honest but don’t be a pushover. Be positive and make recognition a key part of your role; a little goes a long way !

A stakeholder engagement plan can offer invaluable information into influencers and decision makers, ultimately helping drive efficiencies during the execution phase. I rarely see one produced but the value of documenting this and keeping it live as the project evolves can only improve your chances of success.

Identify stakeholders with historical experience and involve them in the planning phase. They have invaluable experience in how long things take to progress through local process and business systems providing a genuine reality check on your assumptions. If there is limited data then gain an understanding of specific deliverables associated with similar systems to your scope and the necessary predecessor and successor tasks associated with each deliverable. PMO is a good starting point for historical information. Resource load your program for all stakeholders involved in task completion. Rarely will project resources be able to give 100% of their working week to task execution. Understand the level of involvement on offer by others.