A normalising environment.
All the parties involved in the IPD need to share in the value of the project.The core project management KPI’s are scope, cost and time however purely focusing on these has two fundamental contra-indications.
Firstly, they provide a limit to the value which can be delivered to the client: - as long as we get,., close to the time, cost and scope we have done a good enough job.If we shoot for the moon and get into orbit we have done well enough.. Secondly, there will be direct antagonism in the value sought by each delivery organisation, the parties will not be aligned in value drivers.. Open discussions and agreements need to be had about what value means firstly for the intent of the endeavour e.g.
patients looking for access to medicines; secondly for the party who own the endeavour e.g.profitability of the client; and, often missed, the parties who will deliver the endeavour with the client.
These different measures of value need to be expressed not so narrowly as purely financial e.g.
margin and profit; but expansively including kudos and marketing from the work, with larger social and environmental impacts important to each organisation and the wellbeing, growth and development of the people involved.. Providing such a web of value interconnects and energises the whole project community into the generation of shared value..Thinking more broadly with the widest purpose, giving the right culture and encouragement is easy for a time.
Creating the space, the willingness to change, requires a great deal of energy.There is an opportunity to work and think differently; no longer do you have to assume that working for and with the environment will push a project over budget or make it untenable..
While form might follow function, function is much more complicated today.And this will only increase over time.