Issue link: https://htpgraphics.uberflip.com/i/392122
29 One of the most common causes of project problems is 'mission creep'; a gradual change in objectives where you end up trying to manage a bigger, better or just different project to the one originally intended. It can be caused by success that can lead you to wish to do more: new discoveries may impel you to investigate issues outside the original brief, or the idea of "what the project is really about" may simply evolve over time. Changes in client or project personnel can cause changes in direction but these are often more easily noticed. A very simple but effective way of combating this phenomenon is by deliberately re-reading the proposal at intervals during the project. Absurd though it may sound, even very experienced consultants can have selective recall about the remit of their projects. It may also be worth considering an approach adopted by many consultancy firms of appointing a project reviewer to work alongside the project manager. The reviewer is not closely involved in the project work – that is the strength of the role, but instead holds progress reviews with the project manager at intervals, referring to the original plan and proposal and actively enquiring about areas of particular risk. Finally, remember to capture the outputs of each stage of the project in a way that makes the final reporting as straightforward as possible. Make sure that all staff engaged on the project understand not only what they are expected to do, but also how and when they are expected to deliver their results. Quality Clearly your work and your report need to be of a high quality. There are many systematised approaches to quality, all designed to assure the quality of operations and outcomes, of which the best known are probably ISO9000 and PRINCE 2. These cannot be implemented 'on the job'; considerable preparation and training are required to operate these systems and to achieve the necessary accreditation. Some systems are designed for manufacturing environments or apply specifically to large and complex projects. Lots of small consulting firms do not have any formal quality accreditations. It is unlikely that you would be required to have any such formal qualifications. In general you should be aware of the importance of quality, and what form it will take in the type of work you do. You should make particular efforts to ensure that all interactions with the client (including e-mails, telephone calls, and documents) display a high level of professionalism. Operating Section 5