Project Management

Avoidance Strategy™

Organizations and teams must make a decision to develop a strategy for how they intend on managing their projects and processes. This Avoidance Strategy™ must be simple and must be attainable. Once acknowledged and approved, the Avoidance Strategy™ becomes the first guidance document. It is important to remember that simple strategies produce real results.

Avoidance Attributes™

Avoidance Attributes™ represent characteristics of successful projects and process implementations. The Avoidance Attributes™ (Simple / Credible / Predictive) are appropriate for anything we do.

Avoidance Plan™

With the client’s support and commitment to change, TECG LLC consultants will lead a transition from strategic planning as a corporate compliant function to strategic planning as an integral part of the organization.

It is paramount that each and every project has a strategy and plan for managing all of the people and processes that support the project. Development of the plan and adherence to the plan will support the project in avoiding the OS Phase®.

Avoidance Triangle™

The relationship between scope, time, and cost must be tested from project inception to project completion. The relationship of the three components of the Avoidance Triangle™ has been part of history for thousands of years. Successful projects are ones that pay attention to this relationship and develop management control system tools that keep them linked them together throughout the entire project.

Schedule and cost estimates are essential for forming the Avoidance Triangle™ as each time and cost estimate links to the related estimate for scope. It’s important to know the ultimate purpose of any estimate. Credibility and trust are important at this stage of a project. Anything that affects that trust will cause a great reluctance to commit to any other estimate in the future. The degree of trust determines the accuracy or supporting analysis required.

Avoidance Model™

In order to be successful at avoiding the OS Phase® the project manager must recognize the significance of focusing on the key processes and putting in place processes to manage those defining the scope for the project and have a process for maintaining the scope relentlessly. While managing the scope is essential to success ninety-eight percent of project management is dealing with be people. Until all of the stakeholders are linked to the scope of the project, nothing meaningful will happen on the project.

Avoidance Metrics™

The popular quality management / process improvement slogan, “You can’t fix what you don’t measure,” applies directly to successful project management implementation. Avoidance Metrics™ should be assigned to every project objective as way of measuring the feasibility of the objective being met as the project proceeds. Development of and use of avoidance metrics™ might be the most important tool for predicting a projects ability of avoiding the OS Phase®.

  • Bobisms

    "Don’t let anyone ever convince you that the lack of a scope management process is okay."

  • Bobisms

    "It’s time to get everyone focused on fixing the process problems, not covering them up!"

  • Bobisms

    "The cover-up must never begin. If it has started, it must stop! Time spent on spin control is wasted."

  • Bobisms

    "The cliché, you’ll laugh about this tomorrow, probably originated after someone hit the OS Phase."

  • Bobisms

    "The sooner you understand and appreciate the reality of the OS Phase the sooner you will be able to start the recovery process."

  • Bobisms

    "If your project is in trouble, chances are that you’ve hit the OS Phase."

  • Bobisms

    "If the schedule isn’t representative of what is happening then the implication is that communication has broken down."

  • Bobisms

    "The schedule represents the primary communication tool between the project manager and the project team."

  • Bobisms

    "You can’t have a solid schedule if you have soft scope."