The services we render are based on best practices in the sector and the stable PRO 6 Method project process. This process does not impose a specific way of conducting a project. It follows key principles which can be expanded upon and put into practice in various ways in the given project implementation. The adoption of implementation “principles” in the PRO 6 Method instead of “procedures” makes it possible to get the most out of the organization’s potential and talents. It also ensures a rational level of “formalisms", which we believe to be necessary to guarantee the success of the project.
In terms of success, the most important is cooperation and a consistent attitude on the part of the implementation team:
- focus on results,
- continual business verification,
- ongoing monitoring,
- tailoring the process to the client’s needs.
Focus on results
Focusing on results is the key principle of the method, and we want to particularly emphasize it because for us it’s the main carrier of the high-performance organization paradigm. It means that the implementation should be treated as a systematic and controlled process of defining and delivering specified products, and in particular, meeting specified qualitative requirements for them.
A successful implementation is an implementation guided by results, not actions. Results are possible only when the products (results) are agreed and defined prior to initiating the actions required to create them. Only a set of agreed products can specify the scope of the implementation and constitute the basis for the planning and control process.
As we understand it, the principle of focusing on results is applicable to nearly all aspects, including planning, roles, reporting, quality, implementation of changes, the scope of the implementation and risk management. One of the important risks addressed by this principle is avoidance of the organization’s dissatisfaction with the results obtained or undervaluing the actions of the implementation team.
Continual business verification
It’s extraordinarily important for the success of an implementation to maintain a valid business justification. This means that every step of the implementation process is preceded by analysis of its sensitivity from the standpoint of operational performance as well as efficacy in delivering the results expected by our client.
In order to realize this requirement, every project we undertake involves:
- a justified and documented (approved) reason for initiating it in the form of an implementation mission statement and/or an official announcement of its launch,
- regular reviews prior to beginning the next stage in order to verify whether all the actions and products expected in the given stage are consistent with the initial implementation mission,
- communicating the business justification to all stakeholders and all levels of management, thereby generating a sense of responsibility for the outcome of the implementation throughout the organization,
- making use of the business justification as a master reference point for decision-making processes so as to ensure optimal achievement of goals.
The business justification for a project can change while the project is under way. Thus, it’s crucial that each successive change in expected benefits or in the overall business justification be appropriately documented and consistent with each successive implementation activity.
Ongoing monitoring of the implementation
Effective project management is accomplished through monitoring and control of the project stage by stage. The stages provide managers with the proper check points at key moments during the overall cooperation process.
The following steps are taken at the end of each stage:
- the current state of progress in the implementation is assessed,
- the business justification is reviewed,
- the plans for the next stage are verified.
The division into multiple stages enables managers to differentiate the scope of control and oversight depending on business priority, risk and complexity. Shorter stages allow for greater control, while longer stages reduce the burden on managers.
Tailoring the method to the client’s needs
The PRO 6 Method is adapted to the conditions of the particular implementation, its scale, complexity, importance for the organization, budget and urgency, as well as the organization’s capabilities and the risks. This method ensures:
- independence of the implementation from the specific characteristics of the given sector,
- availability for small and medium-size as well as large enterprises
In the process of adapting the method, we pay attention to:
- ensuring that the method is tied to the organization’s environment and its goals, the implementation success criteria, available human and financial resources, the urgency of the changes and their scope,
- ensuring that the implementation management mechanisms take into account the scale, complexity, importance, capabilities and risks of the project by adapting the number and applicable scope of the mechanisms described in the method’s principles.