Securing Reliable Promises on Projects A Guide to Developing A New Practice By Hal Macomber
	Another aspect to encouraging successful “promising” conversations is to keep in mind that very often, the group setting produces even better approaches than those that were planned.  There is always more than one way to do a project.  Further, it is important to remember that no matter how much you think you know, you will learn more as the project proceeds.  If you invite people to not just accept the tasks as defined but to propose alternative approaches, people will feel more valued and the project will be better for it.  Stay open to alternatives. A third aspect to engaging in successful “promising” conversations arises from the fact that giving people the freedom to promise yes, no, or to negotiate produces autonomy and therefore increases people’s commitment to the result.  A sincere “no” is usually better than a half-hearted “ok.”  You know exactly what to do with the no – ask someone else.  What do you do with a half-hearted “ok?”  You can worry, or investigate or not have time to investigate and then worry about that.  Remove fear from promising conversations. Selected Practices for Supporting the Fulfillment of Promises Project Manager (Customer): > Use the elements of a reliable promise as a checklist as you listen to project people make promises to one another. > Stay interested and involved in the performer during the completion of the task.  Be available; check in on progress; offer help when needed; remind the performer that you are looking forward to completion. > Review outstanding promises at project review meetings.  Start with those promises that have come due.  Proceed on to the upcoming promises.  Use a reasonable time horizon – one or two weeks.  > Invite others who are present during a promising conversation to inquire for clarification on the requests and promises as they are made. Promissor (Performer): > Use the elements of a reliable promise as a checklist whenever you consider promising on the project. > Stay open to your customer’s comments and questions.  Remember you both are interested in success. Other Interested Parties: > Ask questions. > Express your opinions. > Offer suggestions and alternatives. Declaring Complete on Promises Work not being ready is one of the top reasons for planned work not being performed on time and to the specification required.  We strongly suggest that project managers interested in eliciting reliable promises set a standard on the project requiring people to formally declare complete to their customer on all promises that release work for others, on any items on the critical path, and on promises for all make-ready tasks for constrained(5) resources.  Saying, “I’m done” keeps the project moving along.  It provides the customer with the opportunity to verify that the conditions have been met, or (in those cases where they haven’t been met) it allows rework to be performed, keeping the project on schedule.                                                       Page 3 of 5 © 2001 Good2Great™ Associates