Having ‘seen it all’ in the diagnosis and management of uncertainty Certus3 has distilled ‘uncertainty’ into three categories, each requiring a particular management approach.
Relating to both project tasks and the way team members interact within the context of the overall team structure. The ideal scenario is a harmonious ‘one team’ team environment.
- Signs: scope creep, team churn, schedule movement, increasing costs, stakeholder discontent.
- Management approach: Certus3 Health Check followed by the implementation of rigorous planning, estimating and controlling techniques.
Usually arising from a source outside of the program team environment, such as a key software or services provider. Imagine that despite all best efforts to control outcomes key software capabilities, did not reflect what was agreed within the contract and subsequently planned for.
- Signs: there are no signs – such uncertainty is sudden and unexpected.
- Management approach: Certus3 Health Check followed by the implementation of an environmental scanning process and a series of backup plans complete with back up vendors and alternative solutions if required.
The software that was delivered by some of our partners was not reflective of their original commercial agreements; Certus3 provided both the commercial acumen as well as the IT skills to see us through some difficult negotiations.
Bernie Brookes (Myer Pty Ltd, Chief Executive Officer
Can only be managed by the business that owns the program and has to do with the impacts of changes in the marketplace, business thinking and the priorities of business leaders – concerns that can draw a halt to a program if not managed correctly.
- Signs: waning interest in the program, de-prioritisation and gradual disengagement from the project by the business.
- Management approach: Certus3 Health Check followed by the implementation of ongoing analysis of stakeholder influences, to understand the impact of market changes on decision-making within complex program ecosystems.