The Promise – the hidden contract
Traditional corporate decision making is hierarchical and social where ‘social contracts’ between people, as a subliminal promise, tend to be binding. This promise tends to override better practice management disciplines and judgment because it is personal. However, based on lessons learnt, reluctance to challenge or to accept challenges to a promise appears to be the pivotal reason behind many sub-optimal project outcomes.
Complex Public Facing Service Delivery Program
To the Electorate: deliver a contract on a specified date to achieve political promise. Government reputation could be compromised if the service was not delivered as promised.
Complex IT Outsourcing Services Program
To Minister: establish new multi-vendor services before the current service contracts expire and improve departmental services to the community. Department reputation could be compromised if program budget exceeds expectations and promised services not delivered.
Complex National Infrastructure Procurement Program
To a Commonwealth Department: deliver a contract on a specified date so that agreed financial spend was achieved. If the contract was not signed by the pre-determined date and an agreed “down-payment” made then the department could not guarantee that funding would be carried over to the next financial year.