The HYVES framework is based on capability thinking. A capability is the ability of people and assets to achieve a result or an outcome. Capability thinking starts with defining capabilities in width, and then work backward to identify a suitable technology to implement. Capability thinking is technology-free, the opposite approach stimulates thinking out of the box and potentially resulting in breakthroughs.
Project capability can be broken down into:
- Strategic project capability
- Tactical project capability
- Operational project capability.
Strategic project capability is the ability to define, select, prioritize, and authorize the right projects given the situation and needs of the organization, including the allocation of strategic resources. Tactical project capability is the ability to sequence, initiate and oversee the active project portfolio to achieve maximum and timely project benefits.
Operational project capability is the ability to run a project effectively and efficiently on a day to day basis. The times that a project manager singlehandedly can lead a modern project are over. Due to several factors such as increased technological complexity, globalization, and fast-changing requirements, everyone on the team must share and take responsibility for the success of the project.
This implies achieving the expected results with minimum effort, lead time and waste while maximizing the anticipated benefits. To do so, the team needs creation and control capability that work seamlessly together. Creation capability produces the required results, and control capability ensures that this takes place within the pre-agreed constraints such as time and cost. In project work, the team’s control effort goes at the expense of the time available for creation activities. This statement raises some intriguing questions:
- What is the minimum acceptable control level for a project?
- What project areas must be controlled?
- can you know, that you have control?
- How to implement a minimum acceptable control?