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Project failure is prevalent all projects. Todd's Back From Red^TM blog addresses the reasons for project failure along with methods to avert and correct the problems that cause the failure.

Sunday, 29 August 2010 19:39

The Failure in Gating Process

The policy reads, "Before you can proceed, the PMO needs to approve the design gate." So, you begrudgingly wind down the project so the slowest members of the design team can catch up. A week, maybe two, sometimes even more flash by. The rest of the project team starts finding work on other projects. Once the PMO finally gives the project the green light, you will need to wait for people to complete those other tasks before they can focus on your project. Precious time is lost.

Why Estimates Are Always Wrong

Estimates are a pain in the... er... butt. Everyone hates doing them. The reason? They are always wrong. They are either too optimistic, when we think we know more than we do, or they are overly padded, trying to account for the unexpected. Other times it is much more subconscious. Some little voice in the back of our heads is working on our conscience to change the perception of the work required. We can be our own worst enemies when it comes to creating estimates and do even more harm when we go to work the task. For now, let us look at a couple factors that influence how we determine the length of time it takes to do simple tasks and save the effects of that estimate for another article. With a little audience cooperation, we will produce a fun answer from a simple mental exercise.

PMP: The Why And The How

People, who know me, are aware I am less than enamored of certifications and titles. Therefore, when I got my PMP many were taken aback, some laughed aloud, and, since I seemed to get it overnight, all asked why and how I got it. However, it is not just my situation, this is a perennial question in online forums and groups and it is a common topic at local project management meetings. In many of those discussions, people try to analogize the PMP to a CPA or MBA; without question, the requirements to get a PMP have none of the independent educational rigor of college level degrees. The PMP's worth is visceral and personal—it depends on each individual's goals and their project management experience.

Will We Ever Learn? Lessons from The Mythical Man-Month

Last week I had coffee with fellow tweep, Peter Kretzman, at the Zeitgeist Coffee in Seattle. We had a wonderful conversation and shared stories, philosophies, and impressions. In the process we stumbled upon a common literary love—The Mythical Man-Month by Frederick Brooks. I read it for the first time last summer and Peter reads every few years. We both extolled the virtues of the book and lamented at the fact that so many of the items Brooks brings up continue to plague us today.

Managing On A Mobius Strip

The two most common project attributes that raise the red flag are cost and timeline problems. Both are easily measured and inextricable intertwined. As the timeline extends, there is a commensurate increase in cost; similarly, as cost goes up (usually from increased scope) the timeline increases. However, time is different. Benjamin Franklin said it best, "You may delay, but time will not." Work can stop (controlling the burn rate) extraneous features can be removed (decreasing the required work) but time marches on. We cannot control time. Although intuitively obvious, the concept seems to escape a large number of managers and executives.