Keys to Project Management in a RecoveryWhile managing the implementation of a recovery plan relies on common project management protocols, there are four special keys to be mindful of.
Accountability for results may have been lacking in a distressed government. It is therefore essential to make a single person responsible for each task in the recovery plan. That person can delegate or work with others, but one person must ultimately be responsible for delivering the task on time. Otherwise, responsibility becomes diffused.
Performance measures make performance objectives clear to project participants. Develop a small number of critical financial and non-financial measures that are forward-looking and which the government’s efforts can influence. To the extent possible, measures should clearly relate to the creation of value for the public.
In a distressed organization, past performance may not have been good. Make it clear to stakeholders that historical measurement data will not be used to punish. The objective is solely to create a standard of evidence of future success.
A distressed organization may have had significant problems achieving past goals. Consequently, careful goal setting is needed to pull the organization out of a “losing” mentality. At the same time, the goals must be big enough that their achievement will bring the organization much closer to its recovery objectives. S.M.A.R.T. goals are a good framework for developing quality goals.
Clarity of Expected Output
Any planning process is more successful when the participants have task clarity. Provide a clear framework for participants to work within, including formats for expected deliverables. Uncertainty is a real bugbear for all involved in the recovery process, so any additional guidance is helpful.
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