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 Commitment Failure  Commitment Failure   Disengagement Interval DI   Disengagement Interval DI

Governance   »   Commitments   »   Project Disengagement


You have a series of Engagement Commitments your stakeholders will sign up to. If you tell your stakeholders and frequently remind them that their failure to commit to the project will immediately cancel the project, they tend to listen and want to understand their role in ensuring the project continues. In a short while we will look at how we try to repair project disengagement but for now we must look at how failure to address Commitment will trigger the release of resources and unleash the awesome power of the disengagement process.

The Commitments are important. Failure to support the criteria of the Commitments will trigger disengagement from the project. The specific criteria that trigger this process are documented for each Commitment in a Setup Plan Readiness Declaration. Let us go through an example. You have Commitment that the business will supply knowledgeable personnel for every project demonstration.

So, the criteria to trigger disengagement will be if you experience the non-attendance of a knowledgeable business person for one of your project demonstrations, when they were requested to attend. If nobody turns up at all, the project has broken the Engagement Commitment. If a business person attends one of your project demonstrations and they are not knowledgeable, the project has broken one of the Engagement Commitments.



You have to be specific with the criteria that trigger disengagement for that Commitment. If you want the business person to attend every project demonstration then you will disengage the project if they do not attend one. If you do not mind them missing the odd demonstration here or there, then you should adjust the criteria to two, three or four demonstrations unattended. You might prefer to say that two consecutive demonstrations unattended will place the project into disengagement. Be specific with the criteria so that you can describe engagement and what it specifically means. Detailed descriptions are also important so that your project partner has a full understanding to the Engagement Commitment they sign up to and are not able to claim misunderstanding or ambiguity when engagement challenges take place, which in our experience they certainly will.

As you will see from the diagram, the responsibility is on the owner of the Commitment to inform the project when it is back in action, supported and adhered to. Alternatively it is also incumbent upon them to inform the project if it looks like it is not going to be supported so the project can disengage and release resources without delay. Sadly, this does happen. Well planned and well financed proposals with keen experienced personnel though are simply not enough. Collaboration towards shared goals demands agreed and sustained responsibilities.

When two symmetrical though opposing domains meet to cooperate, a permanent working union is cemented. When they collide, cracks appear they separate, break crumble apart and disintegrate. Understanding this damaging possibility and avoiding it is worth the effort.

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 Commitment Failure     Commitment Failure   Disengagement Interval DI    Disengagement Interval DI



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