Q♠️  Is it complete? End the "almost done" loop 

One of the challenges we face as business leaders is getting things done. Particularly big things, particularly complicated things, particularly projects.

Is that a challenge you face in your business? Many projects face delays and setbacks due to a lack of clear goals and lack of accountability for achieving them. Leading to frustration, wasted resources, and missed deadlines.

Problem or Challenge:

A common challenge in project management is the "almost done" syndrome, where projects seem to be nearing completion but never quite cross the finish line. This can be attributed to vague goals, unclear expectations, and a lack of accountability.

Complexities:

Addressing this problem can be complex. Projects often evolve over time, leading to changes in scope and expectations. Limited resources can hinder progress and make it difficult to meet deadlines and without clear accountability, it can be difficult to ensure that tasks are completed on time and to a high standard.

Solution:

To ensure projects are completed on time and within budget, consider applying Goal-Directed Project Management (GDPM). This methodology emphasises managing projects through clear and measurable goals.

Instead of vague milestones like '90% complete', define project goals in black-and-white complete or not terms. For example, instead of 'agreeing the specification,' set the goal as 'customer has approved the specification.' This approach helps you ensure that progress is tracked accurately and accountability is maintained.

By breaking down projects into well-defined sub-goals and focusing on achieving them completely, you can avoid the common pitfall of projects that seem perpetually 'almost done'. This method promotes efficiency and ensures that projects are delivered on time and to the desired quality standards.

So overcome the "almost done" syndrome and achieve project success through applying the following steps in your business:

1. Define clear goals: Establish clear and measurable goals for your project, breaking them down into smaller, more manageable sub-goals.

2. Use black and white metrics: Define success criteria in a black and white manner, avoiding vague or subjective terms.

3. Track progress regularly: Monitor progress against defined goals and milestones to identify potential issues early on.

4. Hold team members accountable: Assign clear responsibilities and hold team members accountable for delivering on their commitments.

5. Celebrate milestones: Recognise and reward progress to keep team morale high and maintain momentum.

Benefits:

By implementing these strategies, you can expect several benefits, including:

• Improved project outcomes: Clear goals and accountability can lead to more successful project outcomes.

• Increased efficiency: A focused approach can help to streamline project execution and reduce waste.

• Enhanced team morale: Clear expectations and recognition of progress can boost team morale and motivation.

• Better decision-making: A data-driven approach to project management can enable better decision-making and problem-solving.

Why it works:

Defining clear goals and using black and white metrics provides a clear framework for measuring progress and holding team members accountable. This approach helps to prevent projects from getting stuck in the "almost done" loop and ensures that they are completed on time and to a high standard.

Measurement:

The effectiveness of this approach can be measured through various metrics, such as:

• Project completion rates: Track the percentage of projects completed on time and within budget.

• Customer satisfaction: Measure customer satisfaction with project outcomes.

• Team morale: Assess team morale and engagement levels.

• Resource utilisation: Evaluate the efficiency of resource allocation and utilisation.

My story:

I came across and was trained in the GDPM method in the early 1990s whilst a consultant with what is now PwC. It had been used successfully for many projects, most notably the development of a new aircraft and the roll out of a mobile phone network.

So it can help with mega projects, but the reason I bought into it and have championed it since is that it is even more applicable to small but critical cross functional projects typically completed part time by managers alongside their ‘day job’ in small businesses.

I find it very much more applicable there than the traditional numerical models behind PERT and GANTT charts, good as they are for large projects.

By implementing a goal-directed approach to project management, you can overcome the "almost done" syndrome and achieve greater success in your projects. Focus on defining clear goals, using black and white metrics, and holding team members accountable. By following these strategies, you can ensure that your projects are completed on time, within budget, and to a high standard.