1. Frameworks are determined by assumptions
Before a project can be successfully planned and implemented, the parties must agree on the framework that applies. This forms the very basis of the project's “contract"—a common understanding between the sponsor and the project manager about what to steer by.
🔹 Expectation clarification - is there conformity between those who make decisions and those who should deliver? Do we have a common understanding of what is to be achieved — and why?
🔹 Culture and involvement - have we rooted the work of those who will be affected by the delivery? Is there a plan for implementation and change management?
🔹 Market conditions - are there external goals or guides that affect the framework of the project? How stable is the landscape around us?
🔹 Technological factors - how does technology affect implementation? Are there risks associated with tools, pace of development or integrations?
These elements constitute the prerequisites that frame the project. Only when these are clear does it make sense to move forward with detailed planning.
2. External environmental factors
The project must not only be carried out within the framework — it must also be adapted to the environment. It is important to be honest and concrete in your assessments.
🔹 Risk appetite - what is acceptable risk? Are the sponsor and the organization comfortable with what the project adds up to?
🔹 Complexity - what is the distance between the current situation and the desired state? The larger the gap, the more demanding the transformation and important with clear scope.
🔹 Capacity and competence - do we have the people, skills and resources required? This is often under-communicated -- but is crucial to realism in plans.
🔹 Addictions - what needs to be in place for us to succeed? What -- or who -- do we depend on? You should get support from portfolio management.
3. The Steering Diamond
Finally, the mandate of the project must be defined. This is the very basis of governance — the psychological and practical contract between sponsor and project manager.
The control parameters:
- Scope
- Cost
- Resources (capacity and competence)
- Time
The more clearly this is clarified, the easier it is to navigate as the pace increases. It gives the project manager the authority to lead, defend the progress and shield the team -- while keeping expectations clear to everyone.
Communication: The chip that binds everything together
Effective project management is not possible without structured and targeted communication. A good communication model ensures the flow of information between the project team, the sponsor and the organization as a whole. Here are some key channels:
- Demos — For wide and transparent status sharing.
- Newsletter — Easy-to-understand information for the entire organization.
- Strategic Management Dialogue — For deeper grounding and assessment of direction and quality.
A lean and flexible communication structure ensures that all relevant stakeholders get the information they need — at the right time and in the right way.
In summary: Three steps to clearer project management
Clarify the framework -- and ensure a common understanding of the assumptions.
Map external environmental factors — and be realistic about risks, dependencies and capacities.
Establish the governance diamond — and give the project a clear mandate.
And remember — good project management starts with expectations management.
Mer om
Strategic Business Development
Being a leader for leaders - some honest reflections from the role of leader in Eager
