One of the most often missed steps in a project is the one that most put off until things start going wrong. I’m talking about the pre-planning – defining the project’s purpose, goals and expected outcome. You’re right, your project can be successful without putting this first. And, you may get some grief because you’re halting the creative flow just to talk more about the project. But, at some point, you and your team are going to hit a wall of confusion and frustration. A planning document or strategy brief will keep everyone aimed at the same goal from beginning to end. It’s like a beacon.
How do I start?
This doesn’t have to be a blood-letting exercise. Take a few minutes now to talk things through, jot it down and send it around so that everyone is in agreement.
- Gather the stakeholders – either in a room or by teleconference.
- Establish an agreed upon time limit for brainstorming purpose, goals and expected outcome.
- Try to stick to time limits.
- During purpose brainstorm, note how the project impacts each stakeholder’s area of influence.
- While brainstorming incremental goals (milestones) and measurements, you should begin to see how the goals redefine and complement the purpose.
- Initiate discussion about expected outcomes.
- NOTE: There’s a slight nuance between purpose and expected outcome. i.e. The purpose of the branded Web site is to raise awareness of high blood pressure as a silent killer and reinforce the message that John should take his XX medication. The sponsor company’s expected outcome is an increase of prescription refills of XX medication.
A brief statement of purpose can be written once you have defined the reason for taking on the project, the steps you’ll take to get there and your expected outcome. The next steps will probably include chartering a task force, clarifying strategy, outlining a plan and determining team roles.
Weighing In - 