Accomplishment means, literally, “to fulfill together”. That is a good way to describe a group of people who are aligned on working toward well-specified goals, engaging with a performance network of other Key Players by making and keeping agreements to send and receive well-defined goal-relevant products, services and communications (also known as “deliverables”). The combination of the Team and other Key Players in the network is the “together” part of accomplishment. Regard for keeping the agreements in that network to honor the goals, the Team member responsibilities, and the promises to send and receive goal-relevant deliverables in the performance network – that is the “fulfillment” part of accomplishment.
But accomplishment is not real for anyone until it is declared, with evidence that is visible to Team Members (and others as appropriate). To validate the progress and fulfillment of project goals, timelines and other measures of success requires three elements: (a) tracking the status and progress on all the project’s success measures, (b) reporting status updates to the Team and (c) updating the project itself, i.e., determining what, if any, updates or changes in the project’s agreements would be useful going forward.
Step Three is the heart of management – providing regular feedback to the people who are at work on Project X so they can see the effects and impacts of their work, and offering an opportunity to discuss those impacts and make decisions for improvements in the next phase of their work. Step 1 aligns people on goals, measures and schedules. Step 2 establishes the network of agreements that will produce the accomplishment. But without this final step of regular tracking, reporting and updating, there may be no actual accomplishment present for the Team Members.
To ensure that Step Three – Management for Accomplishment – makes any accomplishment real, the Team Members must be involved in this step too. Having a “manager” do all the tracking, reporting and updating misses the point: it is the Team’s role “to fulfill together”, so the tracking, reporting and updating become part of their work.
WHAT-WHEN-WHY – Regular tracking of project status: What measures will be tracked and reported: Team Members collaborate to identify the most valuable indicators showing whether the project is moving ahead as desired or has encountered barriers or mistakes, including whether agreements for deliverables are being properly honored. When will the tracking and reporting occur: The data capture schedule for tracking is likely to vary with the different measures but should be frequent and regularly scheduled. Regular Team meetings are best for reporting the tracking results, whether in person or online. Weekly, bi-weekly or monthly meetings to share tracking results, i.e., project status updates, may depend on the pace of the project. Why is tracking the status of these measures over the course of the project worthwhile: it enables Team Members to stay close to progress and problems, and to address them as needed.
WHO-WHERE – Regular reporting of status updates: Who will be tracking and reporting of of the project’s success measures? Reporting project status updates for any success measure(s) is best done by the individual(s) who are responsible for the project’s performance in the area being measured. Progress reporting is ideally done with the entire Team participating. Where will this reporting session be held? Again, this is a Team decision: in a meeting, online, in a visual display or somewhere else?
HOW: Regular reviews for updating project agreements: How will the updating be accomplished: Team meetings to review project status updates from the tracking process on each goal measure provides an opportunity for discussion, perhaps with some outside expertise weighing in as well.
- Are all projections of goal progress being met?
- Do any assignments or agreements need to be revised or more effectively enforced?
- Is there any change in the goal statements or measures that may be appropriate for any aspect of the project – such as quality, schedules and costs of deliverables, or key functions such as Budget, Operations, IT, Marketing, and Public communication?
- Where is more attention needed? What actions are suitable, and who will be best able to perform them?
Step 1 – 9/15/2020 blogpost: Management for Alignment. When you bring a group of people together to do a task or a project, job #1 is creating the group’s “alignment” – on (a) project goal(s), (b) responsibilities of participants and (c) what the group will need to recognize and respect in their project’s environment. Alignment on these 3 elements can create a ‘team’.
- Spell out the Goal/Intention for the project: What our end goals are. When we want it to be complete. Why it is important to do.
- Identify the “Responsibility Structure” for the task: Who will lead the team and fill other necessary roles, and Where these people are.
- Clarify the relevant rules and regulations for working together: How will all aspects of the work to be done comply with corporate rules and guidance, and with other external requirements including relevant federal, state and local laws and policies.
Step 2 – 9/29/2020 blogpost: Management for Production. The team prepares for project production by inventing its own structures for performance:
(a) Spell out the details for each key goal: What are the success metrics, When are the timelines and due dates for goal-relevant products, services and communications – and Why those metrics are important.
(b) Identify the project’s performance network of Key Players and establish agreements for sending and receiving goal-relevant products, services and communications: Who and Where are the project’s Senders & Receivers of necessary and goal-relevant products, services and communications, bolstered by agreements and a system for coordination within the Team and beyond into its performance network.
(c) Spell out the production and delivery systems, standards and practices for the project: How will the work and all the movement of products, services and communications be coordinated and delivered to and from Team members and in the performance network – so that goal-relevant requirements such as quality, schedules and costs will meet all of the goals including Budget, Operations, Product and Service quality and delivery, IT, Marketing, and Public communication.
Step 3 – 10/13/2020 blogpost: Management for Accomplishment. The team creates project accomplishment by tracking the progress of success measures over time, reporting them to the Team, and considering updates to the projects structures and processes where they would be valuable:
(a) Track the project’s status: What the project “success metrics” are that indicate project success are the ones that should be tracked over the course of the project, so Team Members can spot places where the probability of success could be improved. When the tracking happens will vary with the nature of the measure and the agreements associated with its fulfillment. Why those metrics are important to track is so that assignments and other agreements – or the measures themselves – can be revised to repair mistakes, solve problems and/or improve the chances of success.
(b) Report status updates for each of the project’s success measures to the whole Team. Who and Where – in this meeting/discussion, Team Members identify where they are winning and where they are not, i.e., which elements of the project need repair or improvement: resources, communications, agreements with other Key Players, etc. Find the places where the Team is accomplishing what was intended, and where there are barriers, difficulties or outright failures.
(c) Update project agreements: How can the project either get back on track, or go faster on the track to success? A Team discussion will identify which agreements, processes, and/or responsibilities need to be updated to meet the challenges observed in the reporting of project success measures. When all goals need to be accomplished, attention is given to the visible places that can be addressed.
Bottom line: Management for accomplishment is about alignment of people, production by people and feedback for people. Where many managers fail is in that third piece, if they forget to give people feedback on their performance, or provide only generalities instead of goal-relevant measures, or deliver feedback too infrequently. It is possible for managers to be more effective if these steps are part of their regular practice of management for accomplishment.