Reconciliation of expectations with the project triangle

For a project to be successful, the steering group and the project group should agree on what expectations they have for the project and for each other. There are three essential points that must be clarified between the partners, these are popularly called the project triangle and consist of:

1. Resources – Funding, people, equipment. (The project manager's responsibility)
2. Deliverables – What must be delivered at the end of the project? (Responsibility of the project group)
3. Time – When will the project be finished? (Responsibility of the project group)

Adjust the objective continuously

During the course of a project, the project's objectives will usually change because the participants become smarter through the project. The fact that an objective is changeable does not mean that one should not have an initial objective for the project. On the other hand, it is important that there is always a fair objective that is continuously adjusted.

If an objective is maintained throughout the process, it is either due to conservatism or that nothing has been learned through the project.

A good objective can motivate the project participants

A project manager can be called the project's captain, and it is he who sets the course. When the project participants know what expectations there are for their work, they can act better in relation to the set goals. A clear course helps to raise both the level of ambition and the motivation of the project participants.

The project manager can make his expectations clear, e.g. by making sure that the deliverables are formulated in an easy-to-understand way, so that the group has no doubts about what they have to deliver. It is also important that there is a connection between the vision and the deliverables. Most people are motivated by seeing the results of their work. When there is a connection between vision and deliverables, it is clear why you do what you do.

The objective motivates the project participants:

• If the participants help to define the deliverables within their own subject area and contribute to the breakdown into specific goals.
• When it is split up. This makes it easier for the individual to assess his own efforts.
• When it challenges the participants. Eg. within IT projects where many developers are motivated by working with the latest technology.
• If it is ambitious. Here, it is important to set ambitious goals that are still perceived as achievable. There is talk of the relationship between a realistic and a motivating goal.
• If it is considered a team building activity.
  • The steering group defines purpose and vision. Possibly. also success criteria. The project group analyzes the project task and defines the deliverables that meet the success criteria and purpose.
  • The project manager may not be able to deliver the success criteria, in which case the project team will have to find both the success criteria and the deliverables themselves.

The target hierarchy – the project's purpose, idea and activities

The goal hierarchy is a great tool for formulating goals that involves 4 simple steps. Each step goes into depth with a central question: Why is the project important (goals and purpose)? How is the purpose achieved (deliverables)? What do we promise with the project (promise) and when is the project a success (success criteria)?

A few simple rules are attached to each step:

Step 1: Why is the project important?

All project group participants stand together in front of a blank wall, flipchart or around an empty table. All participants offer good reasons for why the project has relevance and justification. In other words, the participants each contribute their own answer to why the project is important.

• All answers are formulated succinctly on a line, which is written on post-it's or cardboard and put on the wall/flipper/table.
• The cards are placed in a vertical hierarchy based on the rule that the most general and exhaustive purpose is at the top and the other sub-purposes below. The hierarchy will be constantly rotated in relation to the group's discussions.
• The exercise is over when the group can no longer elaborate and concretize the purpose on the cardboard card at the top of the target hierarchy. Test it by repeating the question “why is it important?”

Step 2: How will the goals be achieved?

The participants stand together around the same wall as in the previous round. Here, the participants answer the question about how they want to achieve the goals. That is What will it take for the goals to become a reality? What will the project deliver? Now work must be done downwards in the target hierarchy.

• The question is directed at each of the targets from the previous round and all answers/deliverables are formulated on post-it's or cardboard cards that are put on the wall.
• The cards are placed on a horizontal line below the objectives. The connection between delivery and purpose is made clear either through the placement of the post-it/cardboard card or by drawing lines between the cards with delivery and purpose.
• The exercise continues until the deliverables are sufficiently detailed and until no one else can come up with ideas to achieve the purpose. Test it by repeating the question "how can it become reality?".

Step 3: What do we promise with the project?

At this stage, the project group starts from the objectives from stage 1 and the deliverables from stage two. The question now is where to draw the line between the project's goals and deliverables. There is a practical reason to very precisely separate goals and deliverables. The separation defines where the project ends - i.e. when the project group is finished.

• Draw a visible line between goals and deliverables. (See the figure on the next page)
• Formulate all deliveries in the passive form. Ex. cycle path delivered, obstacles and course set up, event held in the countryside. (i.e. pronunciation ends in "t", as if the task has already been solved).
• All deliveries are made measurable, realistic and time-based. Ex. A cycle path opened before the end of 2014.

Step 4: When is the project a success?

The participants are still gathered around the same wall or table as in previous rounds. Here, the participants identify which success criteria can be linked to the sub-objectives so that they become measurable. The success criteria must be measurable, realistic and time-based. Ex. 25 new signs erected before the end of 2013.

• All answers are formulated on post-it's or cardboard cards and put on the wall next to the sub-purpose in question.
• Define success criteria for the sub-goals that lie just above the line. Thus, they are as close to the deliveries as possible.
• The success criteria must not lie too far outside the influence of the project.