packaging lists, all schematics required, a detailed spreadsheet that clearly outlines all parties involved (internal and external) and who will perform each step, a Gantt chart that clearly shows the timeline and all due dates. One of our team members added some context from his days in aerospace by saying, “we would even go deeper, and add specifications for each product for everything, i.e. pressures, temperatures, flow rates, reliability, fatigue properties, and even compliance with LEED and supply chain requirements such as no single point of failure in the supply chain to ensure deliveries. We and our suppliers would have continuous coordination meetings during design, test part manufacturing, testing and validation to review the means of compliance and all test results.” Building a system of this type is a great investment that can pay dividends for years as it again seeks to standardize the process to avoid confusion. Over time, the system can be updated to incorporate new project steps and/or changes that will benefit the process. Two key aspects of success with a system of this type are that each party (and this will almost always be more than two) participates in the process of the project checklist review and that the responsible parties sign off on each key element of the project. This is the best way to ensure accountability and avoid the pitfalls of a less disciplined approach. KEEP TALKING The benefits of having the process documented as per the system above are many, but of course, the world never quite turns in the way we all want it to, and so it is imperative that there be ongoing communication to address inevitable changes. The most effective way to do this is to implement a project management tool that requires a frequency of communication with the project leaders that prevents issues from impacting the overall project outcome once they have been identified. A simple part of the system will be agreement around the mode of communication and the requirement of the responsible parties to be involved. This step is a balance between clear leadership of each aspect of the project, including a single overall project manager at the customer, and the commitment to keep the meeting schedule, even if only to say, “all’s well.” Generally, what takes projects off track is the cascading effect of individual tasks/responsibilities that don’t occur. In most cases, this is due to the need for multiple stakeholders to remain committed to the project system and accountable to the outcomes. For roles and responsibilities, we commonly use a RACI matrix. Responsible, Accountable, Consulted, and Informed. This helps to define who is doing the work and who has to know about it in varying degrees. 10
RkJQdWJsaXNoZXIy NDI4Njg=