Leading forward - create the vision, design and plan the project

In this article, the focus is on leading forward, even if you in day-to-day management switch between six leadership roles. For example, you have followed up on last month's results (leading backwards). Based on this, next month's work is planned (leading forward). You have a meeting with the steering committee to report the results and have the plan approved for the next month (leading upwards). After the steering committee meeting, you return to the project team and give them a briefing (leading downwards). Based on these changes, you adjust the information meeting program to be held for selected stakeholders in the afternoon (leading outward).

Look ahead and take the lead

It's hard to imagine that you can be the leader of anything unless you're proactive. Leadership has its origin from the word “laed”, the word is adapted in different situations. “Laed” was, for example. the designation of the ship's course. "A leader" was the person who led the way.

If you are not proactive, you will be forced to respond to the opinions of others. Others have defined the problem and the opportunities for solutions

"Build your own dreams or others will hire you to build their dreams" Farrah Gray

If you are not proactive, the whole project is one long firefighting exercise where the next "fire" occurs before you have put out the current one. You need to have a long-term perspective so that the solutions you choose fit into the whole and the goals you want to achieve. The proactive can relate her responses to the long-term perspective. But it requires you to create a long-term perspective.

Switch between main beam and low beam

Leading forward is about being able to turn on the main as well as the low beam. You have to create a picture of the desired future, an overall picture of the purpose, the road there and the way the project should work. You need a map that gives you an overview and a GPS that shows you the current location. Without a map, the GPS can quickly get you out on some very narrow roads. And if the GPS loses power, it is difficult to find your way in unfamiliar terrain without a map.

Dogma Rules for leading forward

• Unless you are proactive, you are not the leader of the project
• No individual can oversee the entire project – neither can the project owner
• Get in touch with reality quickly (and there are often multiple realities)
• There is never a consensus on goals and means – consensus is something you create
• There will be changes along the way, here you must also go ahead
• Knowledge is always lacking, so rapid learning and a short path from learning to application is essential
• Leadership is to create a framework so that everyone can do their best – and preferably more
• You can't steer those involved to success – forget it. Creating is not production
• Implementation is not the last phase – think implementation and impact from day one
• Project management is not only performed by the project manager. The more relevant people you get involved in the project management, the greater management power is available in the project

Leading forward takes place at three levels:

• The project strategy, design of the project and the master plan
• Design of the organization and planning the project management
• Detailed planning, budgeting and ongoing project management

The project strategy

Many turn directly to the project design and forget all about the project strategy. Strategy is about winning and creating a strong position in the context. Your project strategy describes how to find your way and sail in the troubled sea that surrounds your project. What does the organization look like including all it entails? What in your organization's strategy should your project support? Are there consensus or are you surrounded by political sharks? Is the culture a co-player or opponent and can you get the necessary knowledge and support from stakeholders and users? Is the organization ready for projects and does it have the systems and competencies needed to execute the project appropriately? Is there a well-implemented project management model and a well-functioning PMO? Do you have a strong or weak project owner? Is there disagreement between the steering committee members or in the management?

Design the project and the master plan

The project design includes the project structure and the process from now until the impact is brought home. We expect deliverables to produce the impact. However, many have discovered that despite good deliverables, the impact is absent. Based on the figure in the blue image, the following is necessary:

• We only achieve the long-term business impact if high-level executives take responsibility for these impacts. The relevant leaders must be “sworn in” in these areas.
• Since there is limited consensus in the organization, it takes a lot of involvement to define and ensure the desired impact. This means that processes and workshops must included where unity can be created.
• The project must not “just” create the deliverables, but must also develop the skills that the employees must master in order to use the deliverables.
• It is not the deliverables alone that create the impact, but the employees' competencies and willingness to use the deliverables. Therefore, goals need to be defined for the necessary behavioral changes and employees must be involved so that they want to change behavior.
• The behavioral changes of the individual employee are implemented in operation. Therefore, middle managers must be involved early and be made responsible for the behavioral changes.
• To ensure the realization of the impact objectives, the project is not completed before the impact is achieved.

It is therefore not only a technical management task to obtain the deliverables. The assignment has a strong focus on dealing with stakeholders and managers at different levels. A common perception of the desired impact must be developed. The support of managers in different departments at several levels must be ensured and the impact targets must be pursued over a longer period.

”It is no use saying, we are doing our best. You have got to succeed in doing what is necessary” Winston Churchill

Organization and establishment of the entire management of the project

The organization must ensure that the project can deliver the necessary quality through the right skills. The project must have the necessary decision-making power in relation to the current assignment and the organization must ensure the involvement of the right stakeholders.

The organization of the project also includes project management with sub-project managers or team leaders. This also includes the choice of management tools, reporting procedures, etc.

Detailed planning, budgeting and risk management

Now we have reached the point most people regard as leading forward. Planning at different levels and level of detail. Estimating time and cost. Organizing the budget so that it is practically possible to carry out follow-up, as well as risk management with preventative and mitigating activities.

Make a health check of your leading forward!

Rate your project against the scale below from 1 to 5.

1 = Strongly Disagree OR Don't Know, 2 = Disagree, 3 = Neutral, 4 = Agree, 5 = Strongly Agree.

The objective and impact

 Impacts, new behavior, competencies and deliverables are specifically described

 1       2       3       4       5

The impact objectives have been developed with management and key stakeholders

 1       2       3       4       5

There is a clear connection to the organization's strategy

 1       2       3       4       5

The project objective solves a relevant problem for the organization

 1       2       3       4       5

The goal is communicated and understood throughout the organization

 1       2       3       4       5

Master Plan

There is an overall plan for the entire project with milestones and phases

 1       2       3       4       5

The project is divided into work streams, each with their own plan

 1       2       3       4       5

There is a detailed plan for this phase of milestones and manpower

 1       2       3       4       5

The responsibilities of the key personnel are described. Who, what, when

 1       2       3       4       5

Follow-up routines have been agreed, e.g. using planning boards

 1       2       3       4       5

Resources and expertise

 There is sufficient manpower with the right skills

 1       2       3       4       5

The necessary technology is available, known and working

 1       2       3       4       5

The necessary resources have been allocated for the necessary training

 1       2       3       4       5

Key people will not become bottlenecks in the project

 1       2       3       4       5

Project tasks are solved well and participants understand their roles

 1       2       3       4       5

Business case and finance

 There is a business case where the impacts are valued

 1       2       3       4       5

The project budget is specified in work streams, milestones and phases

 1       2       3       4       5

The financing is fine. A buffer has been allocated for identified risks

 1       2       3       4       5

Budget follow-up routines are described and agreed with management

 1       2       3       4       5

Impact measurements are established and agreed with management of operation

 1       2       3       4       5

Organizational anchoring

Stakeholders & users understand the project and the consequences

 1       2       3       4       5

Stakeholders & users are involved in the project process

 1       2       3       4       5

Stakeholders & users take on the behavioral changes

 1       2       3       4       5

Competence and behavioral objectives are accepted by stakeholders & users

 1       2       3       4       5

Stakeholders & users understand the limitation of the project, what they do not get

 1       2       3       4       5

Management support

The project owner has enough power to carry out the project

 1       2       3       4       5

The management of the subsequent operation is responsible for the impact objectives

 1       2       3       4       5

The middle managers are set to ensure the behavioral changes

 1       2       3       4       5

The management is ready to respond if needed

 1       2       3       4       5

The management is prepared for changes along the way in the project

 1       2       3       4       5

If you want to know more, look here:

PC-based project management game “Go Green” builds on the project design shown and the six leadership roles: https://airbornleadership.com/en/e-learnings/

The project manager’s six leadership roles: https://airbornleadership.com/en/theory/six-leadership-roles/

Kind regards and good luck with your project

John Ryding Olsson