Any project cannot be handled by a single person, there are a lots of helping hands are required for a project completion successfully. Thus, in common man terms,Buy-In means involvements for a project. In General Buy-In have two meanings:-
- Sponsor Buy-In.
- Team Buy-In
- Sponsor Buy-In
Understanding the project requirement and the expectation and making sure that the SH/Sponsor were involved in the plan and they are carried along. There will be buy-in if they feel they have input in the schedule and when they are managed properly. Also when a planner/manager shows his understanding of the project planning activities the sponsor will be confident that they have the right person for the work scope.
Buy in or walk through by the stake holders is very important when planning and building up my schedule that is why it is very important to create a stakeholders management plan. Some needs to be kept informed why some needs to be managed closely depending on the power and interest on the project. I will not want a situation where by I am in the middle of the project and realised a SH requirement has not been met this will have a great impact in the schedule and cost.
- Team Buy-In
To get team member commitment to a schedule, the team has to have been involved in the planning process—not handed a schedule that someone else created—and they have to agree that the resulting plan is reasonable. The following approaches can help ensure you get real commitment:
- Team Selection
Once a project charter and project scope is defined,you will have to identify project manager and project planners. Having project manager, project planner and team members who are subject matter expert for a project in consideration wins half-battle. As project manager & project planners define work-breakdown structure.
- Involve the team in the scheduling process.
See our item “Who creates the Project Plan?”for a discussion of how the team should be involved in creating the project plan and why.Specifically, individual team members must get to develop the estimates for their own work.
Why should they sign up to tasks that someone else has estimated for them? At the very least, if someone else drafts some estimates (whether their functional manager or the project manager or even a respected colleague), the team member still must get to review and adjust those estimates.
- Conduct a team review
Team review of the schedule as it starts to come together, and definitely as the team thinks they’re almost done planning. Does each person agree with what has been included in the schedule for their work? A good tool to use for a schedule review is the Schedule Checklist, which contains items to ensure your schedule includes all project work, such as cross‐functional activities, testing, and more. It also provides a few guidelines for getting the team through this critical phase.
- Ask leading questions.
Typically, lack of commitment to the overall project plan—including the schedule dates—is a big indicator of risk. Ask why they don’t agree with the plan, which elements cause them concern, and what would they propose as an alternative. Listen to their concerns. Are they avoiding commitment because there are risks on their minds that haven’t been accounted for? What do they recommend to increase their confidence and gain their commitment to the plan? What impact does their recommendation have; does it violate a schedule or resource objective?
In short, the way to get commitment is to involve individual team members in all the steps of the planning process, review the schedule to look for holes, ask questions to ferret out the reasons behind any apparent lack of commitment, and listen and address those issues!
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