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This is not a substitute for a Project Plan but it fills the gap between the Project Management team and the Leadership Team.

The importance of Project Leadership is underestimated because operational excellence is what makes companies successful - and it is assumed it is what is necessary for a successful project. As conveyed in the Project Leadership Overview you you are aware there are differences.

Each section is designed to flesh out the perspective that is needed at the Leadership Level. When it's done, you will have a framework that allows effective managers to do their best work.

It also serves the Project Manager and the Project Teams because people thrive with autonomy but too much autonomy can be a distraction. The structure of the blueprint sections strikes the right balance between the two ends.

When you get to the Guiding Principles section, I recommend a mix of finished product Guiding Principles and Guiding Principles to guide the management of the project.

Finally, use this as a dynamic blueprint and adjust it as things change but refer to it often to keep it alive.

After using this Blueprint Guide a few times, you will be fine using the single, two-sided worksheet. You may even find yourself using it for small tasks as well. Too often we get bogged down because we list something as a task when it is mroe like a mini-project.

Now we get into creating the parameters and curbs for the project. This is an important step because its what allows project team members to feel they have some freedom of action and at the same to gives the leadership team a level of comfort that their voice is being heard.​

What is the Name of the Project? Ideally, make it descriptive. You can alway rename it later. ​

The project will begin to take on a life of its own once the team finds their stride. Here you are providing the direction to keep it between the curbs. Remember, it is a dynamic document and its okay to make changes. But changes are also an indication you need input during the blueprint.​

The Appendix is your free form area. Consider using to share job aids, connections or relationships that are not obvious.

The tasks section is there to provide an early read for the Project Manager. It is too early for the tasks to be figured out completely but by providing them here you let the Project Manager know what you are thinking. It may help to think of these as sub projects or mini projects within the larger project. Thinking about these not can enable an early start on funding.

This introduction is slightly larger than the main body text to help catch the reader's attention. This can be helpful for summarising the key ideas contained on this page.​​

Scope Management:

Understanding, defining, and controlling the scope of the project to ensure that it stays within predefined boundaries.

Time Management:

Efficiently planning, scheduling, and controlling project timelines to meet deadlines and milestones.

Cost Management:

Estimating, budgeting, and controlling costs throughout the project life cycle.

Quality Management:

Ensuring that the project delivers the required level of quality by implementing quality planning, assurance, and control measures.

Risk Management:

Identifying, assessing, and mitigating risks to minimize the impact of uncertainties on the project's success.

Communication Management:

Establishing effective communication channels to facilitate information flow among team members, stakeholders, and relevant parties.

Stakeholder Management:

Identifying and engaging with stakeholders to understand their needs, expectations, and concerns throughout the project.

Human Resource Management:

Leading, managing, and developing the project team to optimize performance and achieve project objectives.

This introduction is slightly larger than the main body text to help catch the reader's attention. This can be helpful for summarising the key ideas contained on this page.​​

Procurement Management:

Planning and managing the procurement of goods and services from external sources, if applicable to the project.

Integration Management:

Coordinating and integrating all project management processes and activities to ensure a cohesive and streamlined approach.

Change Management:

Implementing processes to handle changes to project scope, schedule, or other aspects while minimizing disruptions.

Monitoring and Control:

Regularly tracking and measuring project performance against the plan, and taking corrective actions when necessary.

Documentation and Reporting:

Maintaining comprehensive project documentation and providing regular reports to stakeholders on progress, issues, and changes.

Customer Satisfaction:

Focusing on meeting or exceeding customer expectations and ensuring satisfaction with the delivered project outcomes.

Sustainability and Environmental Considerations:

Addressing environmental and sustainability factors relevant to the project's goals and outcomes.

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The activites operatioanl leaders are not the same activities that are needed on projects.

Purpose:

Project Work: Temporary efforts to achieve specific goals or create unique outcomes.

Operations Work: Ongoing, routine activities to maintain the day-to-day functions of the organization.

Duration:

Project Work: Has a defined start and end date.

Operations Work: Continuous and ongoing.

Focus:

Project Work: Achieving specific objectives or deliverables.

Operations Work: Ensuring efficiency and stability in regular processes.

Team Structure:

Project Work: Involves a temporary, cross-functional team.

Operations Work: Managed by permanent functional departments.

Nature of Changes:

Project Work: Embraces changes to meet project goals.

Operations Work: Changes are part of continuous improvement but are managed for stability.

Risk and Uncertainty:

Project Work: Involves higher uncertainty and managed risks.

Operations Work: More predictable with routine management of risks.

Budgeting:

Project Work: Has a specific budget allocated for the project.

Operations Work: Allocated as part of the organization's ongoing budget for routine activities.

There is a big difference between the two. If your organization is project management intensive, I strongly recommend having your leaders take the Myers Briggs Type Indicator (MBTI). It's well accepted that one of the greatest breakdowns in organizations is the difference between the N and S Types in MBTI. ​It's beyond the scope of this guide, but the N Type is more naturally wired to lead projects whereas the S Type is more naturally wired for operations.

Purpose:

Project Work: Temporary efforts to achieve specific goals or create unique outcomes.

Operations Work: Ongoing, routine activities to maintain the day-to-day functions of the organization.

Duration:

Project Work: Has a defined start and end date.

Operations Work: Continuous and ongoing.

Focus:

Project Work: Achieving specific objectives or deliverables.

Operations Work: Ensuring efficiency and stability in regular processes.

Team Structure:

Project Work: Involves a temporary, cross-functional team.

Operations Work: Managed by permanent functional departments.

Nature of Changes:

Project Work: Embraces changes to meet project goals.

Operations Work: Changes are part of continuous improvement but are managed for stability.

Risk and Uncertainty:

Project Work: Involves higher uncertainty and managed risks.

Operations Work: More predictable with routine management of risks.

Budgeting:

Project Work: Has a specific budget allocated for the project.

Operations Work: Allocated as part of the organization's ongoing budget for routine activities.

In summary, while both project and operations leaders share fundamental management skills, the emphasis and approach vary significantly based on the nature, goals, and timelines of projects versus ongoing operations. Project leaders focus on achieving specific, time-bound objectives, while operations leaders prioritize ongoing efficiency and stability.​​

Goal Orientation

Project Leader: Focuses on achieving specific project goals and deliverables.

Emphasizes a temporary, goal-driven approach.

Operations Leader: Focuses on maintaining efficiency, stability, and the smooth functioning of ongoing processes. Emphasizes a continuous, routine-oriented approach.

Time Horizon

Project Leader: Manages a project with a defined start and end date. Navigates through phases like initiation, planning, execution, monitoring, and closure.

Operations Leader: Manages ongoing, day-to-day activities without a set end date. Focuses on long-term sustainability and consistent performance.

Team Structure

Project Leader: Builds and manages a temporary, cross-functional project team. Navigates team changes based on project requirements.

Operations Leader: Manages permanent functional teams responsible for specific aspects of ongoing activities. Focuses on team stability and cohesion.

​Risk Management

Project Leader: Actively identifies, assesses, and manages risks throughout the project life cycle.Prepares for unexpected challenges and changes.

Operations Leader: Manages routine risks with established protocols and procedures. Focuses on maintaining consistency and stability.

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In summary, while both project and operations leaders share fundamental management skills, the emphasis and approach vary significantly based on the nature, goals, and timelines of projects versus ongoing operations. Project leaders focus on achieving specific, time-bound objectives, while operations leaders prioritize ongoing efficiency and stability.​​

Budgeting

Project Leader: Manages a specific project budget allocated for the duration of the project.

Ensures resources are allocated efficiently to meet project goals.

Operations Leader: Manages an ongoing operational budget that supports routine activities.

Focuses on optimizing resources for sustained efficiency.

Change Management

Project Leader: Deals with changes to project scope, goals, or requirements. Implements change management processes to control modifications.

Operations Leader: Implements changes as part of continuous improvement but with a focus on maintaining stability. Balances the need for improvement with the need for consistency.

Monitoring and Evaluation:

Project Leader

Intensively monitors project progress, milestones, and key performance indicators.

Evaluates project success against predefined criteria.

Operations Leader: Routinely monitors operational efficiency, quality, and performance metrics.

Focuses on ongoing improvement based on operational goals.