Working with KT

Program & Project Execution

When an organization’s programs or projects fail to deliver on their promises, usually it is not for a lack of vision or will. In most organizations, failure to translate ideas into action lies squarely in the execution. Repeated failure can drain an organization and threaten its existence.

Kepner-Tregoe helps organizations improve program and project execution by helping them analyze their execution needs and focus on gaps in performance. Working together, KT helps improve program and project execution by helping organizations improve factors that can hinder success. These may include:
 
Leadership.  Execution is the missing link between goals and results, and it begins in the C-Suite. Successful execution needs an executive team that understands how the organization operates and is fully committed to meeting its goals through the programs and projects it pursues. An organization’s leaders make or break effective program and project execution by knowing their organization well enough to remove any roadblocks to success and ensure that the support needed is provided. Their role is to keep the organization on track, remove barriers to success, make decisions that support, not hinder key programs and projects, and to serve as a guide, communicator, energizer and conflict resolver.

Optimum Project Portfolio. Pursuing the wrong projects or too many projects with too few resources can jeopardize execution. By developing a project and program selection process, based on relevant criteria that support strategic and operational objectives, an optimal project portfolio can be developed. In addition to prioritizing projects, the project portfolio must be guided by the availability of the resources needed to pursue these projects. Projects often exist over and above daily operations. An organization’s capacity to pursue projects must be factored into the project and program selection process. As new projects arise, projects can be prioritized using established criteria and can be realistically resourced based on an understanding of the organization’s project capacity.

Performance System Alignment. Even when the right projects and the right resources are in place, failure to execute can occur if the culture doesn’t support projects. Among the many cultural influences within an organization is the human performance system. This is the collection of variables—situations, responses, consequences, feedback, and performers—that influence people involved in projects. Managing the performance system helps to ensure project success. If someone performs well on a project, are they “rewarded” with more project work than they could possibly handle? Are missed deadlines allowed to continue without any feedback? The performance system can be used effectively to encourage and support peak project performance.

Project Management Process. People working in projects need a shared approach to project management that is applicable to all kinds of projects and a level of competency that is appropriate to their project role. The project management process should provide a shared language for everyone working in projects and should be aligned with the project standards and practices of the Project Management Body of Knowledge (PMBOK) and support use of common project software such as Microsoft® Project. While projects pursued in an organization may be vastly different, project teams do not operate in a vacuum. They need a shared process to produce the desired project results. Armed with a powerful project management process, project managers and team members can better define and plan a project while nimbly anticipating and responding to issues during implementation. Everyone is on the same wavelength, using a common approach and language.