Avaliar projectos (parte I)

Gosto de ler os artigos de Antonio Nieto-Rodriguez, sobretudo quando ele faz o que tento fazer aqui: pegar num caso da vida real e confrontá-lo com as suas ideias e, explicar porque correu bem ou mal,  aproveito sembre boas ideias.

Se calhar devíamos aplicar este questionário dele a alguns projectos em que temos dúvidas em entrar:

"Here are the six questions in the order we recommend asking them:
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1. Is there a solid business case and a compelling rationale? (The Why).
There are two main reasons we invest resources (time and effort) in a project: either to solve a problem or to capture an opportunity. [Moi ici: É clara qual a razão de ser para avançar com o projecto? Problema? "Precisamos da certificação porque ela foi colocada numa candidatura para aumentar a pontuação na avaliação"]
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2. Does the moon shot [project] have a committed and charismatic sponsor? (The Who).
Probably the single most important characteristic of a successful transformation project is having a strong, engaged, and charismatic sponsor. [Moi ici: Por favor ler esta pergunta outra vez. Recordo um projecto na indústria e outro no turismo que estão a marinar por causa desta falha]
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3. Does the moon shot [project] have a clear scope? (The What).
The scope defines what the project will look like when delivered (not to be confused with the project objectives, the “why,” which we explored in question 1). The more you know about this at the beginning of the project, the better you can estimate the duration, cost, and skills needed to produce the desired outcome. The opposite also applies: The more uncertainty there is about the requirements, the more difficult it is to have an accurate plan. [Moi ici: Ler isto e recordar logo o relato que Nieto-Rodriguez faz da wicked mess que é o projecto do novo aeroporto de Berlim. Interessante, na semana passada numa formação sobre a ISO 9001 comecei exactamente pela pergunta: O que fazem? Qual é o vosso negócio? Para chegar à definição do âmbito do sistema]
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4. Is there buy-in from key stakeholders? (The How).
The most successful projects occur when all, or at least most, of the key stakeholders (the people impacted by the project, with different degrees of influence) are in favor it. Even better is when they are driving it.
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In project management there is a maxim: “There is always one stakeholder who will be happy if your project fails.” There are regulators, politicians, shareholders, or simply employees who can be obstacles to the success of the endeavor. [Moi ici: O que é que cada parte interessada pode ganhar com o projecto... Aquele: "What's in it for me?"]
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5. Does the moon shot [project] have a precise finish line? (The When).
Projects that start with an ambitious and undisputed deadline have a higher chance of success. Starting without a finish line can make a project drag on for months and even years. [Moi ici: Por favor ler esta pergunta outra vez. Recordo o "fogo no rabo" ou antes, a sua falta]
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6. Is the moon shot [project] a true priority? (The Where).
The “Where” domain covers the external elements that can have a positive or negative impact on the project. These areas are often outside the control of the project leader — such as the priority of the project in relation to all the other projects being carried out, or the overall project implementation competencies in the organization — yet there are ways that the leader can influence the project favorably. The executive sponsor plays an important role in influencing the organization too.
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Take time to discuss, clarify, and solidify your answers to these questions. Despite the natural excitement and urgency to start working on them, projects that spend more time in the definition phase tend to have a smoother implementation."

Trechos retirados de "6 Questions to Ask Before Launching a Moon Shot Project".

Continua com a aplicação a um sistema de gestão da qualidade já implementado.