Four steps to choose a proper project

The tasks you accept could lead to success if they match both experience and skills. If you do not have this in mind, you will fail and get frustrated. The development potential is essential – you need to have someone to learn from and someone to teach in a team, the opportunity to share experience, and to gain a new one.

How to prioritize your efforts to understand if a future project is worth it? And what will be useful for you and the company at the same time?

If the decision is made by a team of professionals, it is possible to come across a disagreement with one or two members, even though you are convinced of the long-term results. Before the final “yes, that’s it” to a specific proposal to join a team, you have to identify the guidelines that would assure productivity. First of all, get all parties involved in the negotiation room. And work together on the rules to provide the most appropriate solution:

  1. Double-check if the project portrays the organization’s principles and rules. The company’s strategy should be like a guiding light while deciding on one or another proposal. Corporate rules are the backbone of the whole structure. There is no point, and it would be a trap, to start with a project that conflicts with basic regulations. You can evaluate the added value of a project and even depict it graphically, for example, on the x-axis illustrate how much effort the project would cost you, and on the y-axis – the expected outcomes for the company.
  2. Explore more about how much effort it would mean for the company to develop and implement the specific project. Is it worth wasting resources and human potential for something not ROI-relevant? Or maybe the project implementation will improve the company performance and its image enhancement? Analyze how many organizational departments will have to be involved in the project, what changes will it mean for each of them. This assessment is important for both coordination of the project and appreciation of the real scope.
  3. Evaluate your resources. Not only the number and the expert profile of the people but also the technical part. Time and budget are highly influential factors in the final go or no-go decision. If you overload the system, you risk doing the job far below the client’s expectations. And you could also kill the motivation of the team.
  4. Define how you will measure success. Create specific performance indicators that include both client’s expectations and your vision for the job well-done. Answer the question What is most important for you and the company to measure – meeting deadlines, budget savings, development of the team members, increased brand awareness? And mix them with the respective impact weights.

After selecting a project, determine who is accountable for it, who will become the champion lead of the project. It is important to correlate the leadership qualities of a particular person with the possible choice of project to turn the project implementation into a success for the whole company. Make sure that the management process will include regular reporting on the progress, whether there is a delay, what part of the schedule is covered. The successful preference among other projects is associated not only with the correct choice but also with the ongoing relevant feedback during the project management. 


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