Having looked at framing, its nature and its intrinsic limitations, I would like now to look at framing in the context of project management.
“Assumptions drive our thoughts, emotions and behaviours” – writes Carole Osterweil. Projects have foundations and processes built on assumptions, which are frames, essentially (!). So framing is at the core of project management.
Framing in projects is about understanding where our cognitive and emotional frames (our assumptions) stand, and about learning and adopting practices and using tools that can help us in managing effectively assumptions’ constraints, exploiting the benefits.
Projects are fundamentally social enterprises, so also the ability to see other people’ frames and benchmark our own versus that of the others is key. Often, I believe it is a matter of sophisticated games of persuasion – our frame over the one of a “counterpart”. I will reflect on this in my next article, but in the meantime let’s investigate manifestations of framing in project management.
Project Management Frames
The project itself is a “frame”. Remember that I quoted one definition of a frame as “a set of assumptions and beliefs about a particular object or situation”. And this definition well describes the essence of a project. Think about the three project dimensions: scope, budget, time. These dimensions ultimately set the boundaries. Even the most Agile of the projects will have a frame for scope, budget and time. It will be very dynamic, but it will still be a frame.
In project management, we also have other opportunities for considering “framing”. Below is a list of six situations that came to my mind:
- Frame the idea
- Frame for funding and support
- Frame for threats and opportunities
- Frame for execution
- Frame for change
- Frame the learning and evolution.
frame the idea
The “charter” is probably the simplest way to represent the framing of the ideas underpinning the project. The discussion around scope, contributors, timelines and budget defines the elements in the charter for the project. There will be assumptions and boundaries that will delineate the objectives and trajectory.
The idea at the basis of the project may originate from an individual or a team, it might be heavily based on assumptions or hypotheses or it could be solidly grounded on data. It could fit a wider agenda of organisation’s objectives, (so part of a bigger portfolio together with other projects), or it could be a unique endeavour. In any case, there will be a need to sketch a frame to define it.
Frame for support and funding
Here is the difficult challenge with framing the project for its approval and funding. In many instances there will be a need of profiling the project for multiple stakeholders or a conglomerate of funding bodies, often with varied interest.
It will be an exercise of persuasion, providing convincing arguments about the benefits of the project, the return of the investment, and the impact that could have on the beneficiaries.
Frame for threat and opportunities
Project management is risk management. Activities in the project are aimed at exploiting opportunities and mitigate threats. It is important to frame for risks appropriately, as the mitigation for these risks will be the backbone of the work. Attitude to (and appetite for) risks at all organisation’s levels must be carefully mapped and the mapping should also extend to cover external stakeholders.
Major projects will have a clear frame for project management. Smaller ventures may be rather light in the approach, with the consequent potential issues.
Frame for execution
The different business sectors and industries will have their own frame for excellence in execution. Project managers will have frameworks set to establish their progress and performances.
It is not simply setting clearly goals, objectives, outcomes and outputs, but also setting key performance and key risk indicators, regular reviews, governance mechanisms etc. For every project, a decision must be made about the project management framework to adopt – waterfall, Agile, hybrid or ad-hoc.
Frame for change
Project governance will also comprise a process for the management of change and its implication. This has a particular importance in a climate of persistent uncertainty, economic instability and societal threats (VUCA world).
The project will have a clear “exit” point or a strategy for termination, if underperforming and on the trajectory for failure.
Change implications will have to be managed, with a careful monitoring of the expectations and perception of a multitude of external stakeholders. A stakeholder management plan is key (see also a previous article on this subject).
Frame for learning and evolution
The importance of learning should never be underestimated.
Organisations have fluid workforces, staff turnover is increasing. Retention of knowledge acquired through the projects and the contribution of individuals is strategic, but complex to ensure.
Evolution is possible only if there is learning. A frame for learning is an important aspect that all organisations should consider and apply across their project portfolio. (See also a previous article on knowledge management frameworks).
How would this resonate with your experience in project management? Above I provided some personal thoughts and I will be interested to hear if these considerations resonate also with your experience.
Have a thought about the topic and in the next article read about the tools that can be useful from framing in projects.
Marco Bottacini, Senior Portfolio Manager at GALVmed
The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.
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