While some say that Rolling Stones‘ “You Can’t Always Get What You Want” is a song about love, politics and drugs, I understand that it is the lyric ballad of a 1960s project manager. (Is it true that Mick Jagger is still PMI certified?)
As a Project Manager, I am commonly provided a high-level project scope and expected to “flesh out” the requirements. While this is not an unreasonable request, as an IT Consultant, my role also includes a consultative / Socratic component surrounding scope definition.
You can’t always get what you want
In a time of tight budgets and low, internal resource, availability, not everything is practical, much less possible. Before heading down the road of requirements gathering, I make a point of performing a “sanity check” related to the business case behind a project initiation request.
That business case doesn’t have to be a formal, 10-page, single-spaced document, but it does need to exist in some tangible format. If the business case exists only as words spoken across a conference room table, then the first task of the PM should be to translate those words into writing. (“If you can’t print it, it isn’t true” or so my first IT manager used to say.) The business case includes functional description of the project and why its delivery is important to the business. It provides the basis for expending funds. In PMI terms, the business case becomes one of the source documents used to create the Project Charter.
Documenting the initiating business case, even if only a single page effort, solidifies the primary goals of a project and often, an initial description of they might be accomplished. It provides a project manager, who might later be “up to his elbows in alligators” a better understanding of “why we began to drain the swamp” in the first place.
But if you try sometimes you just might find
The business case documentation process may allow a review of solution options that had been previously overlooked. (This is where the “consulting” comes into play …) How many times have you looked at a problem and quickly convinced yourself of the answer, only to find out later that there had been a much better solution available to you had you just taken the time to consider the options.
Understanding (or documenting) a project’s business case may provide the PM and the requesting business unit with just such an opportunity. Instead of taking a build-it-now-and-ask-questions-later approach, ask those “Why?” and “Why not” questions before significant project funds have been spent. Even if you just hold a brainstorming session with your own team, the process may yield unexpected and positive results. Those results can then be shared with the project sponsor and the requesting business unit in a low-key manner. Remember, a project concept usually is somebody’s “child” and no one likes it when their child is called “ugly”, even in a well-intended manner.
You get what you need
The end result of this project process is that the sponsor gets what she or he needs. That might be the original scope / approach or it might an approach that delivers the same results but in a more effective manner. The important point is that the project initiation process now includes a business case that explains “Why”.
Both the project’s sponsor and the project manager “get what <they> need …”
[… and, no, Sir Michael Philip “Mick” Jagger does not hold an active PMI-certification, I checked.]
The song, “You Can’t Always Get What You Want”, was originally performed by The Rolling Stones and released in their 1969 album Let It Bleed. It was written primarily by Mick Jagger with assistance from Keith Richards. [http://en.wikipedia.org/wiki/You_Can%27t_Always_Get_What_You_Want]