About Analyze

Analyze Consulting was founded in 2007 with the purpose to help businesses get to the bottom of and solve business inefficiencies. The cornerstone of this dream is a passion for quality business analysis and project management.

We are motivated and rewarded by helping businesses be more efficient and solve problems.

We believe that the best way for us to do this is to start with a deep and thorough understanding of the problem or opportunity. The discipline and insight that we apply to this enables us to be confident and truly objective about defining the best possible solution.

Our vision is to be the partner of choice in solving business challenges through the appropriate use of technology, process and people.

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Email: info@analyze.co.za

Tel: +27 (0)21 447 5696

Cape Town Office:
The Studios – Unit 314
Old Castle Brewery Building
6 Beach Road
Woodstock
7925

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Block A
Homestead Park
37 Homestead Road
Rivonia
2191

Project Management

/Project Management

Success with Senior Stakeholders – Top tips of how to get there

Whether you’re a project manager or business analyst, stakeholder management and influence is one of those big-ticket items that can make or break your project. A stakeholder is defined as a person with an interest or concern in something.  In the project world, this can mean anyone who’s directly or even indirectly impacted by the project.  Senior stakeholders typically hold quite a lot of power within the organisation and are usually the key decision makers on a project.  This is exactly why it’s important to foster strong relationships with your senior stakeholders. Influence is unfortunately not something that’s achieved overnight.  Your background and expertise might help you in this regard, but at the end of the day, it’s the softer approach that will reap the most rewards. We recommend the following: Always try to sell the bigger picture Ask yourself:  Why are we doing this project?  What’s in it for the greater organisation?  Being able to “sell” a project effectively means it’ll be much easier to get people on your side.  And when people are on your side, it makes relationship building a whole lot easier. Choose your communication style carefully Chat to people who know your senior stakeholders well and find out what their preferred communication style is.  Some people prefer that you book a face to face meeting, others are on the run a lot and find it easier to have a quick call or respond on email once they have a quieter moment. Work within their preference boundaries to ensure that you’re able to get your message across. Practice the art of listening How do you really get to know someone?  You listen.  Some stakeholders will be quite open and you’ll be able to learn quite a lot about how they operate in a short period of time, while others may be a bit more guarded at first.  Take notes, analyse what they say (and what they don’t say), and use the information you’re able to gather to help shape your future interactions. Work on being confident, even in difficult situations Senior stakeholders are like predatory animals, they can smell fear.  Combat any feeling of uncertainty and lack of confidence by knowing your facts and knowing them well.  By being well prepared, you’ll always have something solid to back up a recommendation or idea. Manage expectations and potential conflicts In an ideal world, all of your senior stakeholders will have the exact same expectations and everyone will get along perfectly.  But in reality, you’ll need to put a lot of effort into understanding the differing expectations of each stakeholder, identify areas of potential conflict and then define a strategy for getting to some form of common ground which is acceptable to all. Deliver on your promises Influence relies heavily on trust, and your stakeholders will only trust you if you deliver (and do so consistently) on the promises that you have made.  At Analyze, our team of Project Managers and Analysts understand the importance of building strong relationships and using their influence towards achieving project success Get in touch to find out more.  Share this:

Understanding the difference between a scrum master and a project manager

With a major shift towards agile delivery, there has been some confusion around the role of the project manager within this new world.  Agile thinking introduced the concept of a scrum master, which may seem similar to a project manager on the surface, but is in fact distinctly different. The 2 most important things to understand are: A scrum master is not a project manager (and vice versa) One person cannot fulfil both these roles, particularly when it’s a large-scale project that touches many different teams So what makes them so different then? Let’s take a closer look… A project manager is responsible for: Managing the project scope & deliverables, schedule & timelines, budget & costs Ensuring that a quality product is delivered that’s aligned with the project goals & objectives Proactively identifying and managing risks Problem solving and issue management Creating a work breakdown structure & allocating tasks Prioritisation of requirements Tracking & reporting of project progress Keeping stakeholders engaged throughout the project lifecycle Coordinating interdependencies between teams Project communication, both internal & external, and to all stakeholder levels Aligning to company policies and procedures Project managers are typically strong leaders who have sight of all the moving parts of a project.  Their strength comes from their ability to delegate tasks appropriately while playing the overall coordination role to ensure everyone and everything is moving forward. Scrum masters, on the other hand, are responsible for: Managing the scrum process from beginning to end Building trust & promoting open communication between team members Coaching, mentoring & motivating their team members Helping the team with their estimations Facilitating sprint planning sessions & scrum meetings Removing any obstacles to ensure sprint tasks are on track Shielding the team from any external factors Monitoring and reporting on sprint progress Enforcing timeboxes (aka sprint durations) Engaging with the product owner to ensure his/her product vision is being adhered to Creating a shared team vision & building a self-organized team Scrum masters typically have a certain level of technical expertise, which is what backs up their ability to be a mentor to the team.  They have a good understanding of their team’s capabilities and are always on the lookout for ways to increase their output.  Some may even say that they’re the glue that keeps the team together. From this we can see that project managers and scrum masters have different focus areas; but by looking at their specific skills and responsibilities hopefully it’s also become clear that these two roles can (and should) complement each other.  Therefore, instead of entering into an “either/or” debate, companies should rather be focusing their energies on identifying ways in which these two roles can work together more effectively. Need a project manager or scrum master (or both) for your next big project? We can help fill that gap by ensuring that you have the right person with the right expertise to get the job done.  To discuss consulting options, Get in touch. Share this:

What makes you indispensable to your team?

This article is based on 10 Traits of The Indispensable Team Member – Written by Neal Whitten, PMP What are the behaviours and attributes that team members need to ensure that they perform at their personal best and contribute significantly to the team’s overall optimal performance? In other words, what makes a team member valuable and indispensable? This article identifies a set of 10 key behaviours and traits that every leader would like to see in each of their team members. While there are many more characteristics of great team members, this article touches on 10 that we see as intrinsically important to highly effective teams. Let’s now look at the behaviours and characteristics of what makes an indispensable team member, why not check yourself against these as we work through the list. Participate fully – Voluntarily speak up in meetings and get-togethers. Contribute ideas and suggestions, even if they may be unconventional. Often, thinking out of the box brings the team to the best solution. Your opinion is valuable and can help identify or move an issue closer to resolution. Be willing to both ask and answer questions. Be truthful – Be honest and timely when revealing your progress and issues. When you make a mistake, admit to it and take accountability. When you are faced with making a commitment, make only commitments that you know you can deliver on. Be reliable – Meet your commitments. Always do what you say you are going to do and when you said you would do it. A team is only as strong as its weakest link—don’t be a weak leak. Deliver quality work consistently and demonstrate personal pride in fulfilling your commitments. Maintain a positive attitude – Adopt a can-do spirit. Be thankful for and even look forward to the challenges and opportunities before you. Place a constructive view on issues – try to always see the positives aspects of a situation no matter how challenging it is. Don’t take or make things personal. Focus on understanding the problem and moving towards solutions – The most professionally mature team members do not engage in finger-pointing. Instead, they focus on getting to grips with the problem at hand, and moving forward to a solution. Support and work with your teammates, not against them. Recognise that we all make mistakes and that we need to learn from them and not repeat the same mistakes. Practice being proactive – Don’t just focus on the task at hand, also look at the tasks coming up to help ensure you and your team’s readiness. Make it a standard practice to think one or more steps ahead. Share knowledge and experience – Yes, knowledge is power. But the best performers give it away—they don’t hoard it. They recognise the benefit of sharing knowledge and expertise and how it can benefit the team as a whole. This behaviour helps to strengthen the team and raises the member’s own value and reputation in the process. Demonstrate personal initiative – Practice self-reliance when appropriate. Require minimal leadership. Ensure you understand your assignment and domain of responsibility. If you are unsure about taking action, then seek appropriate counsel. Make things happen. Practice continuous improvement – Seek ways to continually improve your skills and to streamline and simplify the processes and procedures that you and your team engage in. Become and remain the subject matter expert in your chosen domain. Be open and accepting of constructive criticism. Don’t just correct a problem; seek to correct the process that allowed the problem to occur. Encourage feedback on your performance. Adapt to change. Promote team success – Place the team first. See yourself as there to serve your team to the best of your ability. Show that you care about the welfare of the team and its success. Look out for the team as if its success is defined by your actions each day. Look for ways to make the team and its leader look good. Shared values – This list could be a great starting point for team discussion as each trait is described and examples shared to reinforce the benefit to each member and the team as a whole. Of course, other traits can be added and discussed. I cannot overstate the importance of a team embracing a set of traits—shared values—that can serve to bond and strengthen the team members along with their journey. In Closing Team members who are tenacious and diligent in demonstrating these behaviours and actions will serve as outstanding role models for other members. There’s nothing better than an example to inspire and spur the members of a team to be their best. Is your team and its members as efficient as they can be? Analyze offers mentoring and coaching services that help teams move towards their optimal performance. Want to find out more? Get in touch today. Share this:

Linking to Trends – Trend 3: Continued use of agile and lean

If you missed parts 1 & 2 of our “Linking to trends” series, you can read all about the key technology shifts for 2017 here and the focus of product over projects here.  This week we’re looking at trend number 3:  The continued use of agile and lean. With customers becoming more and more demanding, there’s a lot of pressure on companies to not only deliver faster, but also to up their value proposition.  The allure of lean’s zero waste philosophy and agile’s rapid and flexible delivery nature has got many businesses asking:  What can we do to reap some of the rewards of these mindset shifts? A full business overhaul to achieve a textbook view of being agile or lean is not always possible, therefore the trend focuses more on adopting certain practices that bring you closer to the goal, while still operating in a bit of a hybrid state. We predict changes in 4 key areas: Resourcing Now more than ever, companies will be taking a critical look at their people costs. This goes beyond ensuring that you have the right people doing the right jobs, it also includes finding more creative ways of getting the job done.  Costs related to office space, supplies and supporting facilities can rack up quite a bill, leading many to question whether colocation really is that necessary.  The emergence and growing popularity of virtual collaboration tools has made it much easier for people to work remotely and for teams from various geographic locations to come together to create great things. Analysis & documentation Gone are the days where you had to have it all figured out upfront.  It’s OK (and even encouraged) to hit the ground running as quickly as possible and then adapt and evolve as you’re able to learn from real customer feedback.  This has meant a need to become more light-weight when it comes to documentation.  User stories and visual modelling techniques are two great examples of how business and system requirements can be described in a more simplified manner. Business processes To improve your company’s reactiveness to market changes, you must ensure that your business processes are streamlined as much as possible. This is achieved by cutting out steps that either don’t add value, take too long, cause wastage, or create bottlenecks of some kind.  To support this movement, there will also be a move to flatter structures and increased employee empowerment with regards to decision-making and the implementation of new processing ideas. Change management Even the smallest change in process, strategy or direction can take quite some time (and quite a bit of effort) to implement.  But change within a lean, agile world is unavoidable. Companies that will do well are those who can embrace and promote change as a positive challenge rather than a daunting task.  Change management will become key to supporting this ever-changing landscape and to ensure that comfort zones are replaced with constant out of the box thinking. Making these kinds of shifts can be a challenging task, particularly if you don’t have the right people driving them.  In some instances, guidance from someone who isn’t too personally attached to the way things work at present is what’s needed to move things forward.  Contact us today to find out how we can help get your business into the agile and/or lean space. Share this:

Linking to Trends – Trend 2: The focus on product over projects

If you missed part 1 of our “Linking to trends” series, you can read all about the key technology shifts for 2017 here.  This week we’re taking a look at the shift from projects as we know them to a more product development focus. If we think of the formal definition of a project, it is defined as a temporary endeavour undertaken to create a unique product or service.  For many project professionals, this means they’ll work on something very specific and then once the project goes live, they’ll move on to something new.  The shift to product-thinking changes this landscape a bit. Products have their own lifecycle.  It kicks off with a customer need, then develops through research, ideation, build and launch, before moving into an evolutionary phase as it adapts to market changes.  Product development is about understanding that this is not a temporary task, but instead a long-term commitment to ensuring that the business gets maximum value out of its investment while also satisfying the customer’s evolving needs. This, of course, does not mean that projects can fall away, it simply means that a change in mindset is required.  Consider the following: The role of the project manager vs the product manager/owner The product manager or owner is someone who’s always thinking ahead to the longer-term product strategy and vision.  Metrics that are of interest to them focus on customer retention, increased revenue and cost savings.  For the project manager, it’s all about delivering on an agreed set of objectives within a specified budget & period.  The project manager wants to ensure that there’s a strong delivery focus and that team members are working together to push a product forward to its next competitive position, whatever that may be. The product team vs the project team The product team consists of focused individuals tasked with creating maximum value to the organisation over time.  They’re in it for the long haul, constantly on the lookout for changing customer behaviours and new ideas.  The project team, on the other hand, play very specialised roles within a particular delivery and are often split across various projects at the same time. Where the product team’s role is to come up with a vision, the project team’s role is to bring that vision to life. Product requirements vs project requirements In a product-focused world, project requirements map to a set of product requirements that have been selected from a prioritised product backlog.  A project, therefore, forms part of a broader roadmap driven by customer feedback and market research.  Without this direction, a project runs the risk of spending months (even years) working on something that may end up completely missing the mark with customers.  Now if you ask us, that’s not a risk many of us can afford to take… Product-thinking makes complete sense in today’s customer-driven world.  It’s become about listening, learning & adapting rather than investing time and energy into disjointed projects that don’t necessarily equate to any real business value. Struggling to make the shift from project to product?  Want to ensure that your business will be able to reap the long-term rewards of proper product planning?  With the right guidance and support, what may seem like an impossible task now can easily become your company’s second nature. Contact us today to find out how we can help you in the product development space. Share this:

Get your message across – 7 tips for effective business communication

Effective business communication is defined as an information sharing process where each party involved has a clear understanding of the message being conveyed.  This means that both the speaker and the listener(s) need to be on the same page.  If they are not, ideas fall flat, interest wanes and more often than not, incorrect assumptions and conclusions are made. To ensure success during all forms of business communication, whether customer pitches or internal feedback sessions, be sure to put these tips into action: Tip #1 Know your audience: The language, tonality, and presentation style you choose must be aligned with what works best for your target audience.  Consider the background, roles & responsibilities, authority level and communication preferences of your audience when creating your plan of attack. Tip #2 Get to the point: Don’t drag a message out with unnecessary details or “fluff”.  Keep in mind that most people are juggling many things at once and therefore don’t have the time or the attention span. You need to get to the point as quickly as possible to ensure that you have a captive audience right up to the point where decisions need to be made or actions need to be owned. Tip #3 Be a good listener: One of the biggest mistakes you can make is to refuse to listen to other people’s ideas, opinions or advice.  Even if you feel that you’ve prepared the perfect argument, there is almost always a different perspective that you’re not considering.  Therefore, pause and listen (and don’t interrupt half way either).  Being a good listener creates an open, two-way communication flow, instead of an environment where people must just do as you say. Tip #4 Pay attention to nonverbal cues: In a face to face situation, communication goes far beyond just speaking and listening.  A person’s body language can give you valuable insights into what’s going on in their head without them even uttering a word.  Negative signs to look out for include folded arms, fidgeting and lack of eye contact.  If either party is exhibiting any of these, you can be sure that the message is not being heard. Tip #5 Question and be questioned: Questions are great for many reasons.  For the speaker, it helps to get feedback and confirm people’s understanding.  For the listener, it not only shows respect to the speaker, but also a real interest in the matter at hand. Tip #6 Keep your cool: It’s important not to let your emotions get the better of you.  Keep things cool, calm & conversational.  Do not get defensive or confrontational if your message is not being heard or things are not going your way.  Step away, analyse what went wrong, rework your approach and try again. Tip #7 Repeat and summarise: The best way to remember something is to repeat it in your own words.  Therefore, as a listener, be sure to voice your own summary of what you have heard.  As a speaker, be sure to end any communication with a reiteration of the key points.  That way your audience gets a final confirmation of the items that require the most focus. Having trouble getting your message across?  Don’t worry, you’re not alone. Contact us today to find out how we can help. Share this:

Top tips to cutting costs in your business

Let’s face it, our economy isn’t where it needs to be and hasn’t been for a while.  Most organisations, whether big or small, are feeling the pinch and now more than ever, cutting costs is at the top of everyone’s mind. But when embarking on a cost cutting mission within your business, it’s important to understand that even though there is a general belief that a lot of small cost saving efforts add up to big savings in the long run, at Analyze we strongly advise that you tackle the big ticket items first.  If you don’t, your business runs the risk of getting into serious cash flow issues way before your smaller efforts have had time to show results. If you’re serious about cost cutting, it’s time to make some bold moves.  Here’s where to start: Take a critical look at your staffing Now we know your first worry will be: Do I need to let people go?  Not necessarily.  There are other ways in which you can cut costs related to your staff setup.  Offering flexi or part-time hours is a great place to start.  You’d be surprised at how many people would actually prefer to work fewer or slightly different hours while still being able to achieve what they need to achieve, or in some instances even being able to get more done.  Another option is to allow people to work remotely.  Less staff onsite means lower electricity bills, fewer desk spaces needed and eventually even a smaller office space. Ensure that you have the right people focusing on the right tasks In any organisation you will find employees wasting a good % of their day on things they really shouldn’t be focusing on.  This wastes both time & money.  Specialised (and often costly) resources should only be focusing only on the critical tasks you need them to perform.  Administration, reporting and other less critical tasks should be delegated as much as possible.  Also confirm whether you really need a permanent role filled or whether you actually just need someone with a specific skill-set to help you execute on a specific task. Hiring short-term consultants to help you get the job done is in many instances the more cost-effective option. Reduce your equipment capital Investing in new hardware or software for your business can be a daunting experience requiring a large capital outlay.  If cash flow is a concern, it’s time to get creative.  Cloud hosting and open-source software are two options that can save your business substantial amounts of money.  Other options would be to lease equipment rather than buying or to negotiate monthly or yearly software subscriptions instead of making that long-term investment upfront. Do an audit of your supplier contracts Review your current list of suppliers and divide them into two groups: Those who provide you with a great service at a competitive price and those who could offer a better deal or who could be replaced with another supplier.  For group number 2, it’s time to get real.  Do your market research, find out what other suppliers are offering and push deal negotiations a little bit harder come contract renewal time.  If you’re not getting bang for your buck, it’s time to let go and move on. Pay careful attention to invoicing and accounting Interest and late payment penalties can be absolute killers and must therefore be avoided at all costs (both literally and figuratively). On the flipside, many suppliers are willing to offer discounts if you settle your bill early.  If you have the cash flow, this is definitely something you should be taking advantage of.  If your suppliers don’t currently offer such discounts, initiate the conversation.  If you don’t ask, you don’t get. Does your business need someone to take a long, hard look at your operating costs? Get in touch to find out how we can assist you in this process. Share this:

Great Project Management, great business analysis

For successful project delivery, collaboration between project roles is key.  This is particularly relevant when looking at the role of the project manager versus that of the business analyst. Traditional thinking dictated that project management was seen as a higher evolution of systems analysis and design, and likewise, that systems analysis and design was a higher evolution of programming and so forth.  But in reality, it simply can’t be about the perceived seniority or importance of roles.  All project roles exist because they serve a vital purpose in achieving the project objectives, therefore each role has equal importance from a delivery perspective. At Analyze we believe that Business Analysis and Project Management (along with other key projects roles such as Quality Assurance, Systems Analysis & Design and Change Management) are professions in their own right.  Each has its rightful place within a greater team that comes together with a shared vision to achieve a particular goal. Looking at the relationship between the project manager and business analyst, results are optimised when a project manager is able to also analyse business challenges and when a business analyst is able to project manage.  We like to say that great Project Management starts with great Business Analysis and great Business Analysis is followed by great Project Management.  But how does this work in practice? Let’s think about it this way:  A project exists because there is a key business problem that needs to be addressed.  This is where things could start to become a “chicken and egg” scenario.  You cannot begin to plan and execute on your project until a true understanding of the problem at hand is achieved. It is important to know what the objectives are and why the challenge is being addressed.  Great analysis unlocks the mysteries of the project, often before it is a project.  It also provides the clarity to the project team on what problem they are solving, providing guidance around next steps and the needed action plan.  Then again, if this piece of work is not expertly managed and carried through, great analysis quickly falls by the wayside in the face of the many challenges projects have to face. At Analyze we believe a great Project Manager, by nature, needs to be highly analytical.  Without this trait, the project management role is reduced to note taking, box ticking and reactive and disempowered leadership. On the flipside we believe a great Business Analyst needs to be highly organised, must be able to play a leadership role and has to keep a firm grip on the project scope.  As you can see, both the Project Manager and Business Analysts are leaders in their own right.  At times, their roles may overlap or even provide healthy competition for each other to ensure that the right questions are being asked, but at the end of the day the most important thing is that these two roles should complement one another. We’ve taken great care to foster these kinds of symbiotic relationships amongst our team members at Analyze.  For us it’s certainly not a question of which role is more crucial than the other.  It’s really more a question of finding the right people who can work together to accomplish great things. If you’d like to tap into this pool of professional collaborators please do Get in touch. Share this:

IT Projects #thingsthatshouldbeleftin2016

So, it’s that time of year again when we reflect on the previous year, what made us happy, what made us sad, how could we change things for the better, how to gear up and be on the positive side of life for the new year etc. Since we live in the world of hashtags, #thingsthatshouldbeleftin2016 has been trending in the past while…appropriately so! This inspired me to think about what I wanted to leave in 2016 from a work and career perspective which then led to thinking about what I wanted to leave in 2016 from a project perspective. During my career in IT, I have been fortunate enough to work in most of the major roles involved in the project life cycle; development, project management, business analysis and in my most recent project even testing. I wish I could claim this makes me somewhat of an expert in all things IT project related but alas, that would be #nottrue. Though not an expert, I have learnt a great deal by being involved in these various roles. A lot could be said about what makes IT projects successful or not successful and there have been many articles written on this topic. In my experience, these are some of the major project #thingsthatshouldbeleftin2016: (in fact we should have left these things long before 2016) Initiating IT projects without proper analysis of the business problem it is aimed to solve: We’ve all heard the expression “failing to plan is planning to fail”. Although planning is the first phase on the project lifecycle, many organisations rush this step and do not put enough focus on analysis or unpacking the problem upfront. Planning may seem to be a waste of time and people tend to rush into implementing so they can have something ‘tangible’ to show for their efforts. However, by putting in a bit more effort or more rigid stage gate requirements, you reduce the risk of merely implementing a system instead of solving the problem. Under resourcing projects and expecting no impact on delivery and quality: Under estimating resource requirements can be detrimental to project success. It is very important to have the right resources at the right point throughout the project’s lifecycle. Not all resources need to be 100% allocated throughout the project, however, they do need to be allocated and available at certain critical points depending on the function. For example, not having a business analyst available when testing resumes could have a negative impact on testing when requirements need to be clarified. Involving key stakeholders too late in the process: Buy-in from stakeholders is one of the most important aspects of project success. Even when things are not going well, if stakeholders have been taken along on the solution journey they feel a sense of ownership and responsibility for the success of the project.  Insufficient allocation of testing time: In most projects, I have been involved in, testing is usually the last component to be considered and allocated limited time. As the project schedule gets even tighter, more time may be taken from the testing allocation. As often as this may happen, it is very counter intuitive, why do we sabotage the one stage gate that is put in place to test the solution for real world readiness? By considering testing early in the process – as early as design or requirements gathering, you reduce a lot of uncertainty and risk when actual testing resumes. There are many more project #thingsthatshouldbeleftin2016 I could think of, but these are the issues that I have noticed occur more frequently. All of this is easier said than done, however, being mindful of the project implementation process and remembering why we are doing each step, would be a step in the right direction. For more information on our service offerings or to arrange an introductory meeting please Get in touch. Share this:

Project governance – why is it important?

Before we tackle the importance of project governance, we need to debunk a common misconception: Project governance is NOT project management. In fact, the two are very different. Where project management focuses on delivering project objectives within the right time, cost and quality, project governance focuses on creating a framework for effective project decision making using defined structures, the right people and the right information. But why is this important? Well the answer is twofold: Before a project is given the go ahead, project governance ensures that the project not only aligns with your business objectives, but also confirms that the project is the correct one to embark on at the present time. During project execution, project governance serves as a sounding board to ensure that the project does not deviate from its agreed goals and objectives, limiting the risk of failure. Project governance is achieved by having clearly defined project policies and procedures in place, a steering committee comprising of stakeholders who can effectively drive decision making and adherence to the following key principles: State your case Project governance starts with your business case. If you can’t define why you need to embark on a project and what the business benefit will be, there’s no point in moving forward. View Project governance as a different animal Corporate governance defines your organisational line of authority and responsibility, but with project governance you need to ensure that your decision making process is as streamlined as possible. It’s important, therefore, to separate the two and define your own line of command. Create a feeling of ownership Assign one owner to each key project deliverable or focus area. A single point of accountability promotes empowerment and ownership and ensures that nobody’s standing around assuming someone else will take the lead. Define clear decision-making roles & responsibilities Be clear about who is needed for which type of decisions and why. By defining this upfront you’re ensuring less confusion further down the line should an issue or critical decision point bubble up unexpectedly. Keep your stakeholder management & decision-making separate Your decision makers should be a small subset of your broader project stakeholder group. Therefore, when decisions are needed, setup focused sessions with this select group only. If you include decisions into broader sessions which involve your other stakeholders, the session will become more about getting people up to speed, thereby losing focus and negatively impacting your ability to get to a decision point quickly & efficiently. Do you feel that your projects are lacking the right level of governance? Contact Cathy at Analyze on 021 447 5696 or email her on cathy@analyze.co.za to find out how we can help put structure back into your game. Share this: