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RE: Consenus is Built not Bought
What if consensus cannot be achieved?
While this is hopefully a rare condition; nevertheless, a Project Manager must know what to do.
When consensus is unattainable, the issue must be raised to the project sponsor or steering committee for a decision.
While, mechanically this gets past the issue, this kind of resolution to issues should be avoided at all costs as it can be damaging to team dynamics and morale. |
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About AJAE Consulting Ltd.
AJAE Consulting is Robert Schulz, BSc., PMP.
I am privlelged to serve the forest, natural resource, and aerospace industries in Western Canada and the U.S. Pacific Northwest.
"Building Better Organizations One Successful Project at a Time"
AJAE Consulting Ltd.
34448 Kent Ave
Abbotsford, British Columbia V2S 2W8
604-855-5255
www.ajae.ca
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| Greetings!
It's September and for many of us, it's the return to the 'routine' of kids in school, activities, etc.
The funny thing about projects is that there is no 'routine'. Each day throughout the project life-cycle is different. It's a good thing to remember when working with departments within organizations on projects. Some departments have more 'routine' than others.
One might expect that departments with more 'routine' would have a more difficult time adjusting to a project environment, than those that don't. Do you think so?
Hope your 'routine' at both work and life is going well this fall!
Sincerely,
Robert Schulz
AJAE Consulting Ltd.
604-855-5255
Who's Reading AJAE Consulting News?
Timber Companies: 4
Wood Products Manufacturers: 4
Forest Industry Service Providers: 11
Aerospace: 2
Other: 2
Total Companies: 23
Total Individuals: 40
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Sharing Knowledge
Procurement: It's in the Contract, right? (or wrong)
Most projects involve procuring materials and/or services from outside vendors. Procurement involves the
preparation of and signing of contracts confirming the scope of work to be provided or materials to be supplied. Pretty basic contract management.
On a recent project, a question was raised as to the completeness of the deliverables. Upon careful examination of the contract language, it was determined that the supplier did provide what was described in the contract, but the deliverable did not meet the customer's requirements. This is bad.
Lesson learned for me; take the time to confirm with the customer that the contract language is understood by both parties. Describe the deliverable for the customer and have the customer describe the deliverable in return. Are they the same?
What experience have you had with contracts where right was just plain wrong?
Send feedback to robert@ajae.ca, I'll print it in the next newsletter!
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Project Team Notable Quotes
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"It's all too magical for my comfort level" Carol
A new information system was designed to improve business processes. This time, the system was too good. The user felt uncomfortable that the 'system' was doing everything right because there weren't the usual 'checkpoints' in the process.
Well, how many system implementations have you been on where this has happened? (It's a first for me!)
Do you have a notable project team quote? Send it along; I can keep it anonymous if you like!
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