Our 5 golden rules for project success:
Define project goals correctly: "Only those who know what they want - will get it."
The project goals define the framework in which the project is to be carried out. With every decision made in the project, the project goal serves as a yardstick and compass for decision making. For example, requirements can be questioned with the help of the project goals for their contribution to the achievement of the goals and possibly rejected. Four dimensions serve as milestones of the project goal definition: time, budget, quality and leadership of employees. The project goals result from the dependence of these four dimensions. The “time” describes the period in which the project is to be carried out, the “budget” the funds available, the “scope” the function that the new product should contain and the “leadership of employees” for determination and willingness the project staff. The four dimensions are directly dependent on each other. For example, the period can only be reduced if the funds are increased or the scope and expectations are reduced. If the project goals are defined taking into account the dependency of the four dimensions, the first course is set for project success
Develop requirements correctly: "Requirements management is the art of expressing what you want in such a way that others understand it."
The most common reason for project failure is that requirements change over the course of the project. To ensure the success of the project, it is essential that the client and contractor have coordinated the requirements together. Especially in agile projects, where there is usually no precise idea of the product to be developed at the start of the project, it is important to develop the requirements together, between the client and the contractor. In agile projects, this is usually done on the basis of intermediate results, so that the requirements for concrete results can be further developed. This means that the proposed solutions can take the latest technology approaches into account and an innovative and sustainable product is created. Jointly developed requirements are the basis for a common understanding of innovative and sustainable products.
Live responsibilities in the project: "A team is created when everyone takes responsibility for their issues."
Different challenges await the project team in each project. These challenges can only be managed, if everyone in the team independently assumes responsibility for project progress and tasks. Teams in which the team members work independently and assume part of the responsibility for the project success work more successfully than teams that rely on the leadership of the project manager. In order to achieve this, the assumption of responsibility must be anchored in the project methodology right from the start. Each employee in the project is assigned responsibility and free space in which they can make their own decisions in accordance with the project goals. This requires the project staff to assume their responsibility in the project, which in turn has a very motivating effect on the commitment of the project staff. The assumption of responsibility and the life of this responsibility ensure successful work in the project.
Correctly coping with crises: "Only those who communicate regularly in the event of a crisis build trust in coping with the crisis."
During a project, one or the other challenge will arise in the form of a crisis. Be it due to misunderstood requirements or due to a changed framework that does not allow the project to be implemented as planned. Then the qualities of a project manager are particularly in demand. Regular communication in particular helps in the event of a crisis for the necessary transparency. Transparent communication means that all available information about the crisis is passed on to the project participants. This applies above all to information on the current state of crisis management, even if this information also gives a negative picture of the situation. The second important aspect in crisis management is regular communication. If the information on crisis management is passed on at previously defined times, all project participants can prepare for it. Annoying interim queries of the current status are avoided and the project team can take care of the crisis management. Transparent and regular communication, even if no new knowledge is available, is the most important instrument for coping with the crisis.
Less is more! "Complexity is the enemy of project success."
The 80/20 rule also applies to projects, which states that 80 percent of the tasks can be carried out with 20 percent of the effort, but 20 percent of the tasks make up 80 percent of the effort. If you focus on the significant benefit of the functions in the project and try to achieve the greatest benefit of the functions with the least effort, the likelihood of completing the project according to the targets increases. The best way to measure the usefulness of a function is the contribution to goal achievement. A function that makes a high contribution to the achievement of goals also has a high benefit. As already described in rule 1, it can be used to filter out requirements that are of little use but would mean an effort for resources. Another big advantage besides the focus on the benefits is the reduction of complexity. By focusing on the essentials, the complexity of the topic is automatically reduced, and with it the effort required for implementation. Focusing on the essentials and the essentials is an essential point to successfully complete the project.