Posted by: kerrywills | May 22, 2015

Diligence leads to Transparency


In my second book I identify eight guiding principles of running programs; two of which are Diligence and Transparency. I believe that there is a relationship between these principles which I was reminded of on a program that I have recently taken over. This program has 18 delivery teams and uses a mixture of different delivery methods which is resulting in having information in multiple places, tools and formats. The end result is that it is very hard to understand progress for work that spans these delivery teams (e.g. insufficient transparency).

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As I dig into it the root cause seems to be not having milestones and dependencies in a common place and not updating the progress against those milestones consistently. This is a critical step which needs to be remediated before we can implement better PMO processes. We can’t provide dashboards or reports of key delivery activities if the underlying data is not accurate or maintained.

So, in this case, we need to ensure that the structure is correct, we have identified the authoritative sources of program information and that it is maintained properly (diligence). Then we can ensure that we have the right mechanisms for transparency. Both of these are critical for managing the program.

  • Diligence without transparency means people are doing the right thing but no one can see it
  • Transparency without diligence yields no insight into how the program is actually doing
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Responses

  1. […] The approach starts with determining the sources of program content (milestones, scope, financials) and then ensuring that the owners of that content knows where it is and is updating it regularly. For example, if milestones and progress should be managed in a standard plan tool then that is what should be expected of the PMs. Sounds basic but I am consistently underwhelmed by the ability to do this (see prior post). […]


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