The relative success or failure of most projects is determined at the outset, by how well the project is defined and scoped, roles clarified, and expectations set. This is critical if you aim for high-impact results.
Whether you use an outside consultant or an internal consultant, responsibility for designing a project is shared between the client and the service provider. After all the client knows (or needs to know) how the project will eventually be assessed, by whom; and what will be required to put the recommendations into action.
Designing projects to achieve high-impact results becomes even more important when the economy is under threat, budgets get squeezed, and managers’ performance is under more intense scrutiny. I see this all the time in my consulting practice.
If, as many people predict, we’re heading into another recession in 2008, knowing how to scope and organize a project will become increasingly important. It could have a big impact on your ability to get the resources you need to achieve your business or department objectives.
Here’s an outline that can help you do that.
