There are certain fundamentals that need to be in place to increase the probability of project success. The second of these is to have well-defined Business Objectives. These should be established as part of the original Business Case for the project. It is surprising how many times I have seen these absent from an initiative.
Business Objectives are the “CEO’s view” of the project. For example, they should make or save money, take advantage of opportunity, respond to new law and regulations, or increase competitive advantage. They should be specific and measurable (including when, how, and by whom the objectives will be measured) to avoid what I call “Mom and apple pie” objectives like “We will be more efficient”. Really? Exactly how efficient? Will we be able to cut costs or deploy those efficiency savings to revenue opportunities?
I will go into more detail on this topic when I address the Project Charter. Suffice to say for now that the main reason for having solid Business Objectives as a building block for project success is that it guides all decision making on a project. Whether you realize it or not, all of the project team members are decision makers, typically making many micro-decisions every day. The Business Objectives act as the beacon of light for these decisions. Any decision that will reduce or modify the impact of the Business Objectives must be escalated to the Project Sponsor.
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