Project Management insights…
We apply phased methodologies with milestone reviews to develop projects from research and ideation phase, into feasibility and through concept development. In many instances, our concepts are handed off to an internal Client team or supplier to further develop production release deliverables. The overall project timeline and costs can be compressed when the concept deliverables are robust, accurate and developed with production constraints in mind.
As many companies and technologies work to develop less siloed approaches to design and development the traditional phased approach still leaves much to be desired. We have focused our time and resources to develop a design team focused on bridging these silos to digest the key information from one phase and get a jump start on applying it in a fashion that is digestible to the next phase or team.
The ongoing pandemic has forced companies to reduce headcount to contain fixed costs. In addition, there has been a widely reported exodus of experienced talent entering early retirement. These two conditions have resulted in a significant talent exodus from core teams at a time when smart and seasoned project management is needed to develop innovative solutions.
To compound the challenges, inflation is eroding the buying power of corporations and increased competition demands reduced costs to develop products and services. We are, indeed, living in interesting times!
During a recent project review, we sparked a discussion about different ways to improve team performance. An initial comment led to an impromptu workshop about our role with Clients and different ways to improve team performance. We work as an extension of the Client design and engineering team, and we are all accountable for our deliverables. We win only when our clients win.
We identified several key features of a successful project that should be applied to all innovation initiatives with creative and technical teams. Here we go…
Take the time to write a well-defined project brief…
Work diligently with your cross-functional team to construct a clearly written design, engineering, or project brief. This key document will guide the team through the twisting journey traveled to take an idea through feasibility and proof of concept and physical property development.
Our experience with leading companies in diverse industries has shown that most teams rush through the design brief to start moving on the project. This is especially true of lean teams working with reduced headcount and erosion of experienced management.
Teams get stressed when unrealistic budgets and deadlines are shared with little planning or rationale for the demands. This leads to attrition and ultimately the challenges of recruiting new talent in a hyper competitive landscape.
We provide a guide on how to develop a well-defined project brief on our website. This can be found here: Fredricks Design Step by Step Guide to Building a Realistic RFP
Plan the work and work the plan…
After all members of the team have provided input to the brief and approved the document, an equal amount of energy and focus should be dedicated to the plan for key phases of the project.
In many cases, the early phases of the project are compressed to reflect a short timeline for ideation, feasibility, and concept development to make room for additional time and capital to complete production engineering and tooling.
It is our belief that if sufficient time is planned for the early phase of any project, the investment will be returned in later phases via reduced iterations, leaner design and an enhanced end-user experience. A lack of well-informed planning in early stages of development begins an uphill battle that leads to increased iterations due to unexpected feedback from production and engineering teams. This effect snowballs throughout the program forcing delays in timing and headaches for all parties involved.
Team growth and flexibility…
CEOs and leadership teams are now beginning to consider options for growth. Do we recruit and hire for our core team, engage with external resources, or pursue a hybrid model blending incremental growth to the internal team while working with flexible resources?
We have found success through turbulent times in the hybrid model. Our core design and engineering team is lean, and we engage with proven, flexible resources to scale up for sold projects.
We have also forged a strong partnership with Prefix Companies to offer turn-key solutions from sketch through manufacturing, assembly test and installation of vehicles, rides, animated props, and furniture. This flexible offering provides our clients with a wide range of services scaled to the unique requirements of each project. We are liberated to identify the best materials, processes, and methodologies for each project.
We welcome your comments on this article. Please visit us at www.fredricks.com and download any of our content offers. We look forward to working together when the time is right!
Best wishes for future success on all of your projects!
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