Embarking on a new project, be it a website relaunch or the creation of a company newsletter, often prompts a desire to involve a diverse array of perspectives. So you organize large group sessions with various name: Kickoff meeting, “Brainstormings”, creative exchanges and all kind of encounters of this kind.
Many people from different background and expertise, joining without having any preliminary discussion or briefing, having different experiences and knowledge as well as understanding of the purpose of the project. What is happen is that normally the loudest and more talkative person take the stage and becomes somehow the “authority” in the room, some people follow what he/she says and make small adjustment or amends, a few might have different points of view and try very carefully to point them out, being carefully not to be creating too much fuss, and the rest, let’s say the majority don’t actually say anything. Probably because they know they either won’t be heard or think what they would say don’t bring any value.
At the end of such meetings, the result is obviously very biased and don’t take in consideration “unheard” needs or different perspective. Setting the project off with a shaky start
After years of navigating this common scenario, it’s evident that these meetings often fall short of delivering positive results for various reasons:
Absence of Key Decision-Makers
The presence of decision-makers, especially executives like the CEO, is crucial in shaping the direction of a project. Without their input, discussions may lack the necessary strategic guidance, potentially leading to decisions that require reconsideration or adjustment.
Exclusion of End Users
Projects designed to benefit end users suffer when those users are not actively involved in the early stages. The absence of user feedback and engagement in the development process can result in solutions that miss the mark, failing to address the specific needs and preferences of the intended audience.
Lack of Uniform Problem Understanding
Assumptions about shared understanding can be perilous. Not everyone may grasp the intricacies of the challenges at hand, leading to misguided decisions or oversights in addressing critical issues. A comprehensive understanding of the problems is vital for crafting effective solutions.
Diminished Concentration in Group Settings
In-person meetings, despite their intentions, often lead to diminished concentration spans. This observation, though not formally studied, has practical implications. Participants may grow fatigued, hindering the effectiveness of discussions and potentially compromising the quality of outcomes.
In my recent experience on working with several different teams across the globe on the same digital projects (let it be website relaunch or company newsletter) I realize that the most difficult thing is outside the typical “IT” world, to apply the same way of working with peoples not used to it, as basically in all other fields and professions, you are not though a method to work together.
In marketing or finance, or any sociology kind of studying field, there is very high probability that you never heard of the “Agile methodologies, or the Scrum framework”: basically learning how to to truly understand others need and being able to reflect them into the final outcome of the project.
I am not saying everyone should work like a typical “IT person” (although with increased use of technology in all fields of our life it might not be a bad idea) but I am say at least we should switch our mind-set approach to a more structured way of working together when it comes to digital projects.
Here are key insights and recommendations:
1. Establish a Robust Project Management Framework
To foster efficient collaboration, create a project management framework tailored to your organization’s needs. This could be a dedicated tool, a shared folder, or even a WhatsApp group. The goal is to provide a centralized platform for seamless communication, file exchange, information sharing, and task assignment.
It could be anything that works in your organisations, but as organiser you should start putting the basis and establish a platform where you: – Communicate within your team – Exchange Files / Documents – Share information and give tasks – Update Timeline
Avoid relying solely on emails, as they can lead to information loss and hinder transparency. Reserve emails for quick requests, reminders, and project summaries.
2. Identify and Engage Internal Stakeholders Early
One of the biggest risks in project management is overlooking key stakeholders. Take the time at the outset to identify and engage all internal stakeholders who may be impacted by the project. Beyond the obvious roles, consider regional or department-specific needs. This foresight ensures a comprehensive understanding of the project’s scope and the involvement of all relevant parties.
You might realize only afterwards that you didn’t spend enough time in the first stages of the process to really think about who is going to be impacted by this process and who/which departments are going to play a role. You start thinking that for a website relaunch you need products managers and HR colleagues but afterwords you realize you need to understand regional / local needs in particular field (like Recruiting within a particular country) or your finance team might need to have a page for shareholders or your colleagues in manufacturing might want to put more emphasis on the operational excellence of your company. And if you didn’t involve them previously enough in the development of the project, it might be too late and / or very costly.
3. Compile a Comprehensive Requirements List
Before diving into the project, create a list of requirements that align with the project’s goals. For instance, in a website relaunch, requirements could include multilingual support, mobile responsiveness, and a focus on lead generation. Engage in individual discussions with each stakeholder to collect their input, forming a collective “wish list.”
In this way you first reach a deep understand of everyone’s need and truly hear what everyone has to say. Second you obtain a higher Involvement from the start if you have a single conversation with the responsible person. A digital project is ALWAYS a group project, so you need to have all stakeholders on-board before starting. If you think about the website, the person responsible for content will feel engaged if it was taken in considerations from the beginning and he/she will be ready and willing to deliver their parts timely and in a higher constructive way.
4. Foster a Culture of Continuous Improvement
In addition to the foundational steps, instill a culture of continuous improvement within your project team. Encourage open communication, feedback loops, and adaptability. Embrace agile methodologies, even outside the traditional IT realm, to respond effectively to changing circumstances and evolving requirements. This iterative mindset enhances collaboration and enables the project team to navigate challenges seamlessly.
In conclusion, a structured approach to digital project management, encompassing effective communication, stakeholder engagement, comprehensive requirements gathering, and a commitment to continuous improvement, sets the stage for success. By incorporating these principles, you can ensure that your digital projects not only meet the needs of the team but also deliver value to the end users.
The Diary of a digital Journey 