Anyone who knows the importance of interfaces will certainly be happy to take some time for them in the future. Because it takes less time than attention. We show four important functions and, in the fifth point, the conclusion on how interfaces can be successfully managed in projects – be it in internal or external interfaces.
👉 Interfaces fulfill needs
A beautiful find in an old set of rules (*): «Even when the construction is being created, the designer consults with the relevant operating departments and tries to take their wishes into account as far as possible.»
What was true more than 100 years ago is still relevant today: Only those who know the needs of those involved can set up their processes correctly – or develop them further.
👉 Moderate processes
Who doesn’t remember games from their childhood? When new children joined, certain rules or the size of the playing field were adjusted, for example – but not the core of the game. Such openness to integration is also needed in processes, because changes are part of it.
Changes do not happen automatically, but require active moderation.
👉 Interfaces are teamwork
Let’s stay with the example: Everyone has been on a team in which a striker or attacker has decided the game (almost) single-handedly. What provides feelings of happiness in the short term leads to frustration in the long term.
Solo runs also rarely lead to the goal in projects. It requires the involvement of those involved in the process – because they know the burning issues.
👉 Active management
Mistakes are part of it, interfaces rarely work 100 percent from the start. What applies to software development also applies to participation processes. Therefore: gain experience and learn from it.
Knowledge of problems is a real treasure for a project, but also for the (further) development of the organization. Because the experience gained makes it easier to manage cooperation or alignment towards a common goal.
🎁 Conclusion: The playbook makes it happen
Interfaces are a key factor in the success or failure of projects. We at enovation.one also know this: They must be actively managed, regardless of hierarchies. To make this happen, moderators need a good overview (Big Picture), a flexible way of thinking and the ability to integrate new things without losing sight of the goal.
(*) From: Manuscripts from the Institutes for Business Administration at the University of Kiel, No. 316
