Delta Model Strategy: New Strategic Inside to Define Our Company Direction and Improve Our Performance

 

Javier González Montané

I remember to trying sharing with a CEO and an academic person the advantages of using the Delta Model Strategy (Hax, Arnoldo C. and Wilde II, Deal L. “The Delta Model – a New Framework of Strategy.” Journal of Strategic Management Education, 2003) but it was very disappointed that those well-prepared people were not able to realize the contributions of this model to the strategy field and firms’ performance. Therefore, it is likely a good idea to summarize the Delta Model, and review a few pros and cons of this model.

Adapted from Arnoldo C. Hax and Deal L. Wilde II “The Delta Model – a New Framework of Strategy.” and Jay R. Galbraith "The Star Model"

Delta model strategy pros

• Although the authors do not mention the Star Model of Jay R. Galbraith, we can see that the general framework that they called “The Delta Model’s Winning Formula” fits “almost exactly” in the well-known Star Model. This is a good point because the “simplicity” of this model make much easier the complex task of strategy communication and execution.
• The approach to integrate Porter’s Competitive Position Model (focus on industry and the external environment) and Gary Hamel and and C.K. Prahalad Resource-Based View of the Firm (focus on the firm, internal approach), which can be complementary models although it does not fit 100%.
• Most of the strategic models assume the importance of Mr. Customer. However, the Delta Model explicit mention that everything starts with Mr. Customer. This explicit mention makes a huge different, because many firms forget the importance of Customers in many decisions. Furthermore, this explicit mention of Mr. Customer is probably one of the most important steps to walk in the direction of creating a real Customer Centric Organization.
• The model approach three of the main business issues in the last years. The commodization of products and services, the scarcity of demand (Customer Targeting), and the misalignment between strategy formulation and strategy execution.
• There was a couple of very well developed positioning models (Treacy, Michael and Wiersema, Fred. “Customer Intimacy and Other Value Disciplines.” Harvard Business Review, January-February 1993. – Hagel III, John and Singer, Marc. “Unbundling the Corporation.” Harvard Business Review, March-April 1999.) However, the Delta Model expands and improves the previous models.
• Many organizations assume that the main focus to grow on the Total Customer Solution strategic option is focusing on large accounts. Nevertheless, the Delta Model says something different from traditional wisdom, this model mentions that many of the large companies think that they are self-sufficient and therefore they do not need us except for access to products. If this is the case in your industry (e.g. logistics service providers), the focus should move on medium firms. At least, that could be an opportunity for medium firms trying to compete profitably with large multinational focus on large accounts.
• This model shows the Lock-in System strategy. That strategy is not just used for IT firms like Apple. There are other large firms in different industries that try to pursuit that strategy via acquisitions, creating economies of scale, and building a strategic position of “one stop shop” that offers a complete product/service portfolio in all the geographies.

Delta model strategy cons

• The model promotes correctly from my personal point of view the networked firm, I mean nowadays “no business is an island” but at the same time the model promotes the System Lock-In positioning that isolates the company. For instance, Apple lock-in strategy does not leave any space for other hardware and software firms.
• The delta model is based on cooperation rather than on competition and rivalry. Nevertheless, the most desirable positioning is System Lock-In and my question would be: what can create more competition and rivalry that trying to Lock-In the System.
• They suggest that the most desirable strategy is Lock-in the system, and they focus on the advantages of this strategy but they do not cover “properly” the so high risks of following that strategy. We have just to see the consequence of following a Locking-In strategy in companies like Nokia or Blackberry trying to lock-in the system rather than cooperating with other players like Google (using Android system). Additionally, we should wonder ourselves the following questions: are customers happier with firms Lock-in the system? That strategy means that customers cannot change the supplier easy, and they are going to pay an over price because their exit barriers are very high. So the next question would be: can a lock-in system strategy create a SUSTAINABLE competitive advantage if this strategy is much more focus on our company than on Mr. Customer?
• The model begins very well segmenting the customer, but at the same time it “suggests” that large firms attract customers in all the positions. As Michael Porter would say try to be everything to all customers used to create confusion in the employees and customers even for many of the large firms.  Segmentation is so important because is the base to create trade-offs, and strategy is about trade-offs.
• The only element of the Star Model that is omitted in the Delta Model is: People. But people are an essential element in a model that try to approach strategy not just from the formulation perspective rather than from formulation and execution point of view. Moreover, the Delta Model shows the importance of Balance Scorecard tools, therefore they should remark like this tool that the Innovation and Learning Perspective that it is very much focus on people issues are the rock stone of the tool. Finally, a strategic model that one of the main contributions is the focus on Mr. Customer and Customer Loyalty, it should likely approach people because as professor Luis Maria Huete stress to get Customer Loyalty, we need to develop Employee Loyalty.

At this point, someone could think that the model has many pros and cons. However, I would like to clarify that the contributions of the model are many and so important. The cons in reality are just personal suggestions that could expand and improve the extraordinary contribution to the strategy field of this breakthrough model.

https://tinyurl.com/3azsb87h

Core Principles of the Integrated Business Framework. 7. Distributed Leadership

 

RoundMap® adopts a forward-thinking stance towards leadership, endorsing a distributive model that juxtaposes traditional hierarchical structures. This paves the way for the distribution of decision-making responsibilities, fostering empowered and agile teams.

Embracing Distributed Leadership: Transformation Through Empowerment

The dawn of the information age brings with it complexity and dynamism that conventional hierarchical leadership structures can struggle to navigate effectively. The need for more fluent and adaptive leadership methods arises. One approach gaining significant traction is Distributed Leadership, a model emphasizing collaboration and decentralizing authority instead of sticking to rigid hierarchies. This model sees leadership as diffuse and spread across different organizational members based on expertise, not titles.

The DNA of Distributed Leadership

Distributed leadership breaks free from the convention where leadership is vested in a single authoritative individual or a top-tier executive team. Instead, it celebrates the idea that every team member, endowed with a unique assortment of skills, knowledge, and experience, can contribute to steering the organization. This innovative approach to leadership empowers individuals across all levels of the organization, nurturing a culture of shared responsibility, engagement, and ownership.

Pillars of Distributed Leadership

Embedded in the fabric of distributed leadership are several key principles:

• Autonomy: Autonomy fosters an environment where employees feel they can take initiative and operate independently. In the distributed leadership model, empowered team members can wield their authority and tap into their unique skills to contribute remarkably to their organization’s growth and success.

• The Power of Collaboration: Distributed leadership builds upon the concept of “distributed cognition,” suggesting that intelligence and understanding expand when we interact with people, tools, and routines. Thus, effective leadership practice becomes a concert of interactions among leaders, followers, and the context over time.

• Flipping the Hierarchy: A significant departure from traditional models, distributed leadership presents an ‘inverted hierarchy.’ This inverted pyramid pushes power and influence out and down, fostering an accessible leadership ecosystem with formal and informal leaders interspersed across the organization.

• Shared Decision-Making: In distributed leadership models, decision-making is a collective journey. It encourages all members to participate, facilitating a shared sense of ownership and responsibility, and cultivating a genuine democratized workplace.

• Flexibility: Flexibility leads to versatility in a distributed leadership model. Adaptable leadership styles working symbiotically with the demands and nuances of different situations allow various individuals to emerge as leaders when their expertise meets the requirements (source).

The Distributed Leadership Advantage

By fostering a distributed leadership model, organizations stand to gain in multiple dimensions:

• Increased Engagement: Since it empowers employees at all levels, distributed leadership increases engagement and commitment.

• Boost in Innovation: With diverse individuals stepping into leadership roles, their unique perspectives can lead to innovative solutions and strategies.

• Motivated Workforce: Emphasizing shared responsibility and collective success, this model can significantly enhance team morale and motivation.

• Accommodating to Complexity: As organizations grow and become more complex, distributed leadership can accommodate that complexity by distributing decision-making and leadership responsibilities.

• Resilience During Change: During periods of organizational change, a distributed leadership approach can help maintain stability and continuity by scattering authority throughout the organization.

Parting Thoughts

Distributed Leadership presents a paradigm shift in organizational stewardship, encouraging organizations to embrace adaptation, collaboration, and democratization as critical elements of success in today’s complex business landscape. Its principles serve as a guide for leaders to understand and navigate this transformative journey. By integrating this approach, businesses can foster a dynamic, empowered, and engaged community, equipped to navigate the challenges and seize the opportunities of the modern world. In a world of distributed work, matching it with distributed leadership creates a symphony of productive harmony, leading organizations to new horizons.

Edwin Korver

https://tinyurl.com/36adkshj

Global social media statistics research summary May 2024

 

By Dave Chaffey 

Our compilation of the latest social media statistics of consumer adoption and usage of social networking platforms

Social networks have transformed marketing and, as this post shows, their popularity is still growing in our latest global social media statistics research summary for 2024.

Networks vary in popularity with different demographics and they're still evolving. Research by Global WebIndex that we reference in this article shows that globally,

62.3% of the world's population uses social media. The average daily usage is 2 hours and 23 minutes (April 2024).

We'll keep this post updated during 2024 as the latest statistics are published drawing on our recommended top 10 digital marketing statistics sources. We'll be pointing to new data on the popularity of social media from Global Web Index (worldwide), Pew Internet Surveys (US) and OfCom (UK), and, most recently, the Datareportal January 2024 global overview, with the January review expected in the next few weeks.

This post will apply the latest reports to our answers in 7 key areas crucial to understanding consumer use of social networks:

• Q1. What is the overall popularity of social media compared to internet use globally?
• Q2. Which are the most popular social networks by demographics (age and gender)?
• Q3. Which are the fastest-growing social networks?
• Q4. How do social users interact with brands when selecting products and services?
• Q5. What are the different engagement metrics based on consumer behavior when using social media?
• Q6. How do consumers interact with different post formats in social media?
• Q7. What are the most popular times for consumers to use social media suggesting the best times to post?

Now more than ever, marketers need to make smart decisions when planning their digital distribution channels. So reviewing the latest social media diffusion and usage stats is a crucial part of any company's digital marketing strategy.

Q1. What is the overall popularity of social media compared to internet use globally?

Datareportal regularly updates its global compendium of social media statistics, which we recommend as it gives some great insights into the world of social media. It's a great download for including slides for your presentations. Note that their data is compiled from other sources of which the Global Web Index panel is the best source, although only available to paid subscribers. If you're researching social network adoption, it's worth checking out GWI's top 10 2023 social media statistics and their free annual report of social media trends.

How many people use social media?

According to the Datareportal January April global overview, we can see that social media growth has continued to increase:

• More than half of the world now uses social media (62.6%)
• 5.07 billion people around the world now use social media, 259 million new users have come online within the last year.
• The average daily time spent using social media is 2h 20m.

The full report from Datareportal contains insights collated from different data providers across 200+ slides. It provides country-specific data for the vast majority of the world, so you might want to check out the slides of the countries in your core markets to get a better idea of the current state of social in the areas you operate. In this post, we focus on the social media data which starts at slide 205 in the report.

This chart, by Datareportal, summarises the importance and growth of social media today.

Although the average daily time spent on social has slightly decreased (4 minutes), the growth of adoption remains high. Currently, 93.3% of internet users are using social media, and the gender split is fairly balanced, with slightly more male identities than female identities.

Q2. Which are the most popular social networks by demographics (age and gender)?

The best source for getting stats on the biggest social media platforms is direct from company statements and earning announcements.

Notably, of the top 4 social media platforms, 3 are owned by Meta. Facebook is the most-used platform in total - but as marketers, we know it's crucial to consider different trends of usage for different demographics, as we'll see below.

So, what does this mean for your social media marketing strategy?

Clearly, there are lots of opportunities to reach, interact with, convert, and engage social media users. Savvy marketers use social media across their marketing funnel, to influence journeys from product discovery, through to first purchases, loyalty, and advocacy.

Our RACE Framework has a data-driven structure that marketers can use to plan their own strategies.

Popularity of social networks and instant messengers in the UK for different demographics

This recent data from Comscore focused on the UK for Gen Z, Milennial and Gen X groups shows the wide variation in usage of social apps in the UK. In the younger age group Reddit and Discord are surprisingly important, in part because of Gaming. Facebook remains dominant in older age groups.

United States Social network popularity

The Pew Research Center news usage research is a very strong recent source showing US social media statistics trends in usage for news. Interestingly, nearly half of those surveyed used social media to get news often or sometimes.

More interestingly, the stats breakdown below shows which social media channels are used by which genders, ages, education level, race, and political affiliations. For example, Facebook is a regular source of news to nearly double the amount of women to men. Nearly two thirds of Snapchat's regular news consumers are aged 18-29.

Q3. Which are the fast-growing social networks?

Every marketer has limited time for social media marketing, so which fastest-growing social network should you focus your efforts on?

HubSpot has a good summary of these based on its own consumer survey - see Fastest growing US social platforms 2023 which features less well known, but growing social networks such as BeReal and Twitch.

A summary of global social media growth

The number of social media users globally grew from 4.72 billion in January 2023 to 5.04 billion in January 2024. This accounts for a 8% growth of +320 million users YOY. With more growth predicted over the rest of the year...

Social media vs internet users: opportunities for growth

94.2% of internet users have social media identities today.

Social media platforms today are evolving and developing to meet an ever-wider variety of consumer wants and needs. Surely the value that social media usage can add to consumers' lives is more evident than ever before - social media marketers can tap into that.

2024 analysis of regional use of social media shows the wide variation of social media penetration:

•  75% in Eastern Asia
• 71% in North America
• 68% in Southern America
• 79-80% in both Northern and Western Europe.
• This falls to 16% in Western Africa, and 10% in Middle and Eastern Africa.

As you can see, the makeup of our international social media users is varied. This useful infographic demonstrates the share of global social media users - with Eastern Asia representing 30.1% of global social media users.

Q4. How do social users interact with brands when selecting products and services?

One of the challenges of social media marketing is that by its nature, social media are peer-to-peer, involving conversations between friends, families and colleagues. Given this, brands must be sensitive to how they use social media.

Insight from GWI shows the important role that social media plays in influencing brand discovery and in encouraging purchase. This insight shows the relative importance of ads, recommendations and updates to business social media pages in brand discovery.

The research from GlobalWebIndex also shows how/why visitors use different social media services. Instagram, Pinterest, Linkedin, Reddit and Twitter users all report 'follow/find information about products/brands' in their top 3 motivations.

Platform-specific social media marketing planning

Our new Organic Social Media Learning Path modules are dedicated to helping marketers optimize their organic Instagram marketing with a strategic approach, integrated across the marketing funnel.

Our bite-sized modules contain tools and templates designed to help you address the systematic issue of businesses using social media platforms to create standalone posts rather than planning a strategy.

Our Social Media Learning Path has modules with dedicated help for:

• LinkedIn organic marketing
• Instagram organic marketing
• Facebook organic marketing
• Tiktok organic marketing

This example plan, taken from our Facebook module, demonstrates how a joined-up approach can strengthen each stage of the funnel, across the RACE Framework of reach, act, convert, and engage.

Q5. What are the best benchmarks for different platforms' engagement rates?

Social media statistics benchmarking tool Rival IQ produces these useful sector-by-sector benchmarks of social media engagement metrics including:

• Posts per day
• Posts per week
• Engagement rate
• Top hashtags by engagement rate

These include useful sector benchmarks for Facebook, Instagram, and Twitter you can compare against. Here is a sample of the insights from their 2022 report.

Facebook engagement rates

The 2021 median average engagement rate per post (by follower) on Facebook is 0.064%, across all industries. Sports Teams see the highest engagement, achieving an average of 0.27%, followed by Influencers with 0.23% and Higher Education with 0.15%.

At the lower end of the spectrum, Health & Beauty, and Tech & Software receive an average 0.02% engagement rate.

Instagram engagement rates

Engagement rates are significantly higher on Instagram compared to Facebook. As you can see the 2021 average median engagement rate per post (by follower) is more than 10x higher, despite engagement on Instagram dropping approx 30% between 2020-21.

Q6. How do consumers interact with different post formats in social media?

Marketers know intuitively that the right type of visuals and videos are more effective in gaining engagement.

This is supported by observed interaction rates. According to LinkedIn, Images typically result in a 2x higher comment rate and Video gets 5x more engagement on LinkedIn, Live Video gets 24x more.

This is also supported by this data from this Social Bakers social media trends report:

Videos longer than a minute achieved the highest median interactions and median reach on Facebook, according to Socialbakers data.

In fact, for both reach and interactions, there was a correlation that showed the longer a video was, the further it reached and the more interactions it received.

Socialbakers’ metrics for video length are very short (less than 11.882 seconds), short (more than 11.882 and less than 24.362 seconds), medium (more than 24.362 and less than 61.248 seconds), long (more than 61.248 seconds and less than five minutes), and very long (more than five minutes).

As you can see, different platforms offer different opportunities for capturing different audiences. The trick is finding the right techniques to that to your channel goals.

If you're looking for one simple reference guide which contains all the social media channel updates in an easy-to-track format, look no further than our digital media updates tracker, which is updated quarterly, to make sure our Business Members never miss a trick.

Q7. What are the most popular times for consumers to use social media suggesting the best times to post?

Testing different frequencies of updates and timing is another aspect of social media optimization based on consumer behaviour.

Each network tends to have a ‘sweet spot’ for frequency based on its algorithms. It used to be beneficial to post several times a day on Facebook for many brands, but with decreased organic reach, a single update tends to be more effective. We find a higher frequency on LinkedIn or Twitter tends to be more effective.

Sprout Social's 2022 social media strategy builder compares the best times to post on social media. Compare these to your patterns of posting and consider how you could post differently.

Each network tends to have a ‘sweet spot’ for frequency based on their algorithm and the most common times for consumer usage. It used to be beneficial to post several times a day on Facebook for many brands, but with decreased organic reach, a single update tends to be more effective.

We find a higher frequency on LinkedIn or Twitter tends to be more effective. The results from Instagram and Facebook show a clear preference for around midweek at midday, so you should consider this when scheduling your post updates.

https://tinyurl.com/mpm4jsh4

Strategic Marketing: Internal Environment Analysis

 

Alexey Cherkasov

After you finished the Environmental Analysis, it is time to go to the internal analysis of your company.

The analysis of the internal environment of the company is the analysis of strengths and weaknesses, as well as the assessment of the potential that the company can count on in the competitive struggle to achieve its goals.

The main objectives of the analysis are to determine the factors and causes of the strengths and weaknesses of the organization.

One of the tools for internal analysis is ABC analysis.

ABC analysis is a method that allows classifying the resources of the company according to their degree of importance. This analysis is one of the methods of rationalization and can be applied in the field of activity of any enterprise.

It is based on the Pareto principle – 20% of all goods give 80% of turnover.

The essence of this analysis is to select data and divide it into three categories according to importance. At the same time, completely different indicators can be taken as a basis.

ABC analysis

ABC analysis gives you an opportunity to focus on tracking the most important sampling indicators for a company in order to increase the efficiency of both the management and operation of individual departments and the company as a whole.

Such analysis allows you to determine cumulatively the value shares of each of the goods sold, or the contribution of a particular company to the total turnover. Cost shares are calculated from their total cost of implementation for a specific period of time.

When conducting an ABC analysis, it is worth considering a number of factors:

• Include homogeneous groups in the analysis (comparing such groups as distributors and end users, as well as large consumers, should be done carefully)
• Select the correct interval for evaluation (month, quarter, year)
• Take into account the novelty (product, customer, supplier)

Usually carrying out an ABC analysis consists of the following steps:

1. Definition of objects of analysis (products, customers, suppliers)
2. Definition of analysis objectives. What we need the data for.
3. Ranking of objects in descending order of parameter value.
4. Calculation of the share of the parameter from the total amount with the cumulative total.
5. Definition of groups A, B, and C.

Data is usually divided into the following proportions:

• A – important, 20% (of goods, customers) give 80% (of sales, turnover)
• B – necessary, 30% (of goods, customers) give 15% (sales, turnover)
• С – unimportant, 50% (of goods, customers) give 5% (of sales, turnover)

One of the most important tools for the internal analysis of a company is to study its own clients, including their satisfaction with the services and products of the company, as well as their willingness to recommend the company to their colleagues and partners.

In order to determine the level of consumer loyalty, Frederick Reichheld proposed a unique method. In 2003, in his article The One Number You Need to Grow published in the Harvard Business Review, he proposed a method for determining consumer commitment to a product, company, or brand.

The method is called NPS (Net Promoter Score), and it can be described as “the index of readiness to recommend.” This index is also used to assess readiness for continuous purchases.

The research method consists of the following steps:

• The company’s clients have to answer the question “What is the probability that you would recommend a company/product/ brand to your friends/acquaintances/ colleagues?” On an 11-point scale, where 0 corresponds to the answer “I will not recommend it in any way”, and 10 – “I will definitely recommend.”
• Based on the estimates obtained, all consumers are divided into 3 groups: 9-10 points – product/brand promoters, 7-8 points – neutrals or passives, 0-6 points – critics (detractors).
• Then you calculate the index

Net Promoter Score Calculation Formula

After the data on external and internal analysis have been obtained, it is necessary to conduct a SWOT analysis.

The SWOT analysis is a method of strategic planning, which consists of identifying the factors of the internal and external environment of an organization and dividing them into four categories:

• Strengths
• Weaknesses
• Opportunities
• Threats

Strengths and weaknesses relate to factors of the internal environment of the company, while opportunities and threats relate to the external environment factors of the company.

SWOT Analysis Matrix

In the first case, the company can control and influence factors on its own, in the second case, the factors do not depend on the company’s actions, and it has to adapt to them.

Thus, a SWOT analysis is carried out in the following several steps:

a) Assessing the strengths and weaknesses of the company

The first stage allows you to identify the strengths and weaknesses of the enterprise. In order to accurately identify them, you must:

1) Prepare a list of criteria to evaluate the company
2) For each criterion to identify strengths and weaknesses
3) Identify the most important strengths and weaknesses in order to put them in the matrix of the SWOT analysis

b) Assessment of market opportunities and threats

The second stage allows you to evaluate the market. An assessment of the situation outside the company is carried out to identify opportunities, as well as to avoid potential threats. The method of identifying market opportunities and threats is similar to the method of identifying the strengths and weaknesses of a company:

1) Prepare a list of criteria to assess the market
2) For each criterion, we compile a list of opportunities and threats
3) The most important opportunities and threats go into the matrix

c) Comparison of the data obtained

At the third stage of the analysis, it is necessary to compare the obtained data on the strengths and weaknesses of the company, as well as the opportunities and threats from the market. This stage provides an opportunity to assess the future development of the company’s activities.

• How to use company strengths for market opportunities
• How can the company’s weaknesses affect it
• Avoiding market threats with company strengths
• What are the threats under the influence of the weaknesses of the company should be constantly kept in control

The main task of the SWOT analysis is a structured description of the situation regarding which you need to take a decision. The conclusions drawn from it are descriptive without recommendations and prioritization.

To obtain the most complete result from the SWOT analysis, you have to prepare options for actions that are formed on the basis of the intersection of the matrix fields. It is necessary to analyze all combinations of external and internal factors.

Possible combinations of the SWOT model

The SO field shows which strengths need to be used in order to gain value from opportunities in the external environment.

The WO field shows the possibilities of the external environment for an organization to overcome existing weaknesses.

The ST field shows which forces need to be used to eliminate the threats.

The WT field shows which weaknesses need to be eliminated in order to try to prevent an impending threat.

And after you are through with the internal analysis you go to the last but not least step of your strategic marketing.

https://tinyurl.com/2x5nk9w8

Шестиугольник контроля – инструмент экспресс-контроля проекта

 

Павел Алферов

Контроль проекта проектным менеджером — часть всех существующих стандартов управления проектами. О том, как построить систему контроля проекта, рассказано в статье «Контроль инновационных проектов. Как руководителю контролировать идущие проекты?». Однако, если по каким-либо причинам нет возможности построить полноценную систему контроля, но есть срочная необходимость прямо здесь и сейчас разобраться в том, что происходит на проекте, можно посоветовать использовать инструмент под условным названием «шестиугольник контроля»

«Шестиугольник контроля» определяет шесть основных направлений экспресс-контроля проекта.

Объем работ. Каковы цели проекта и ожидаемые результаты? Где описаны требования к результатам (техническое задание, технические требования, спецификация)? Каковы географические рамки и количество пользователей? Наконец, вопросы технологии: архитектура системы и используемые технологии.

Бюджет. План (кем утвержден), факт и прогноз. И, соответственно, каково расхождение плана и факта?

Качество. Какие есть критерии качества выполнения работ, критерии качества получаемых результатов? Кто должен принимать результаты? Где это прописано?

Выгоды. Какую проблему решаем? Какие выгоды ожидает заказчик от проекта? Как именно результаты проекта помогут решить проблему заказчика и/или принести ему выгоды (финансовые/нефинансовые, измеримые/неизмеримые)?

Ресурсы. Каков состав проектной команды, подчиненность, процент загрузки и есть ли проблемы с людьми? Насколько им нравится работать на проекте? Подрядчики: кто работает, как и кем были выбраны?

Сроки. Каковы этапы и основные вехи проекта? Есть ли полный план работ (кем утвержден), факт и прогноз?

Что конкретно нужно сделать для экспресс-контроля проекта? Надо получить проектную документацию, ознакомиться с ней и затем, сев на пару часов с проектным менеджером, пройтись с вышеприведенными вопросами по основным направлениям, расширяя при необходимости глубину обсуждения.

Если есть время и возможность, то шесть основных направлений экспресс-контроля можно дополнить шестью дополнительными направлениями контроля.

1. Руководство проектом. Кто основные лица, вовлеченные в принятие решений по проекту: владелец проекта, ответственный от бизнеса, ключевые пользователи? Как часто они собираются и каким образом принимают решения? Как они оценивают ход проект?
2. Утверждения. Кто участвует в согласовании и утверждении документов? Где это прописано?
3. Риски. Где описаны? Как отслеживаются? Как часто пересматриваются?
4. Открытые вопросы. Какие есть вопросы/проблемы и где они зафиксированы? Какие предложены варианты решений? Кто и когда должен принять решение?
5. Коммуникации. Есть ли план коммуникаций? Какая информация кому и когда передается? А действительно ли она передается и когда передавалась в последний раз? А точно ли она передается?
6. Изменения. Были ли изменения? Как отслеживаются и кем утверждаются? Ведется ли журнал изменений?

Предложенный подход даст не полную, но вполне целостную картинку по проекту и его состоянию. Но все-таки наибольший эффект дает создание системы контроля проектов (см. статью «Контроль инновационных проектов. Как руководителю контролировать идущие проекты?») и ее включение в общую методологию выполнения проектов в компании.

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