There can be only one (and it is not YOUR project)!

Managing a high priority project can be a wonderful experience.

You will usually receive ample support from senior leadership in resolving critical issues, getting funding for team celebrations is rarely a challenge, and helping team members and other key stakeholders understand the importance of the project and how its success will benefit them should be simple.

But this is rarely the case. Most of the time, we are working on initiatives which, while important, are not top of mind for your senior executives.

Here are just a few of the challenges with managing such projects:

• Getting and sustaining senior leadership commitment and support is going to be much more difficult. Even your sponsor might have more important projects to support.
• Keeping your team focused on delivering the project’s scope, especially if they are also working on higher priority projects is a constant struggle.
• Ensuring that functional managers remain responsive to changes in staffing needs and providing you with the “right” staff to get the job done won’t be as easy.
• Securing funding for more than the absolute bare minimum is tricky – especially contingency reserves or budget for team events.

So what can you do to improve your odds of success?

• Practice effective, full life cycle risk management to reduce the number and impact of unpleasant surprises.
• Consider using an incremental delivery approach so that your sponsor and other key stakeholders achieve an early and progressive return on their investment.
• Spend extra effort emphasizing the holy trinity of purpose, autonomy & mastery to inspire your team members to do their best.
• Double-down on team development through free or low-cost events and simple, but regular recognition of individual and team efforts. Help your team to identify the rituals and working agreements that will define team culture.
• Have a “Plan B” handy so that if your staffing complement or funding gets slashed the team will still be able to deliver something of value. Wherever possible, structure your scope delivery to deliver higher value work packages early.
• Take the time early in the life of the project to develop positive working relationships with the functional managers who will provide the staff for your team. Explore opportunities to help them achieve their goals through your project’s success. For example, if they want to raise the competency level of their team members, identify stretch activities or other learning opportunities within the project which might address this. If you can earn some IOU’s early on with these functional managers, those will come in handy down the road when you’ll need their help.

“You should never view your challenges as a disadvantage. Instead, it’s important for you to understand that your experience facing and overcoming adversity is actually one of your biggest advantages.” – Michelle Obama