Blog: Fixing Problem and High-Risk Projects

After nearly 30 years of project work, I struggle to understand the role of a project management office (PMO). Even though, I have written of the pros and cons, and read a plethora of articles, opinions, and how-to guides little has been done to convince me that the PMO is reducing project failure. It seems to be nothing more than a tool to fill a void in leadership? Even the acronym, which is so widely thrown around, has little meaning as the "P" has no less than four meanings. It is an executive's crutch for their lack of understanding in how projects work. These, like other, unattended holes in the corporate accountability create opportunities for new and greater bureaucracies and empires that further obfuscate accountability.

"Kotter, ADKAR, or CAP which methodology should we be using to build our approach to improving project adoption?" I hear this question repeatedly from people trying to implement an organizational change management (OCM) program. The problem is that is the wrong question. Take a perfunctory peek at any of the models and you will see that in the quest for an answer people have mistakenly jumped over the first few steps and they head down the road of failure. It is a Catch-22; unless you already have an OCM process in place, you will most likely fail at implementing it. Putting one in place, however, is a change—one of the most difficult cultural transformations your company will undertake. As a result, people jump to the solution stage, which is well down the change management process path (which, they did not know, ironically, since there was no procedure in place).

Customer Relationship Management (CRM) implementations fail at an alarming rate. For the last fourteen years, numerous independent parties have come up with the same dismal statistics. In fact, your implementation probably will not meet your goals either. The graphic above does not bode well for anyone heading out on that journey. To be sure, configuring the software is significantly more difficult that it appears at first glance. As much as one wants to blame Salesforce, Microsoft, or some other software vendor, though, the trouble lies much closer to home.

For the astute onlookers it is easy to tell when the implementation is going the awry. It is the argument over who is going to drive the project—IT or Sales and Marketing. Unfortunately, these are the wrong people to have in the discussion.

I have never posted email marketing results, because... well, let's face it... it is kind of tacky. Now and then, however, there is a story to be told. In my opinion, this set of statistics is a little over-the-top in what it shows. I can only see one way to interpret it other than Information Technology "leaders" simply do not care about leadership.

To understand how I can make such a brash statement, you need a little background...

The subpoena shows up at the front desk and the call comes to you to pick it up. That nauseating feeling in your gut is the prelude to a long day… no… a long year. The lawyers want every contract and statement of work, each change order, log, email, document, physical mail, specification, test document, picture, drawing, scratch note, etc. that ever existed on your project. You reflect back on the project and wonder how many times you cut corners in order to get the project done. Well as "done" as it is. After all, the customer never did really accept the final product. Maybe you should have had the project health check performed.

"The government is incapable of running projects. Simply put, their miserably high failure rate proves that government should be out of the project management business." There are plenty of examples of this. We have heard this line, or ones similar to it, time and again and rarely hear how the projects failure reasons support the hypothesis. The reason? The prognosticators purporting this are part of the problem. Coming to that conclusion does not take any superior intellect—just listen to the nightly news. However, to try to get closer to the truth, I candidly and confidentially interviewed a number of government project managers and executives to gather their views. Following is a summary of those conversations.

In May 2007, the Massachusetts Division of Unemployment Assistance (DUA) signed a contract with Bearing Point, Inc. to modernize the State’s unemployment processing system. The project was called the DUA Quality Unemployment System Transformation (QUEST) Project. Bearing Point filed for bankruptcy in February 2009 and Deloitte announced they would buy Bearing Point for $350MM in March of the same year.

In order to comply with the Affordable Care Act, the State of Oregon made the decision to build its own Health Insurance Exchange (ORHIX). An online portal to allow applicants was supposed to go live October 1, 2013. As of March 30, 2014 the site was not functional and all ORHIX applications must be processed from paper applications.

The other day while preparing for an interview with Fortune Magazine, a junior colleague asked, "When recovering a failing project, what are the role differences for various people in the organization?" Great question! I had never sat down and captured that aspect of project recovery. After all, failed projects are a hodgepodge of lost leaders, perplexed project managers, and trampled team members. Without defining everyone's roles early and continually refining those roles, you will struggle establishing calm in what is otherwise a very stressful situation.

The lament echoes time and again, "The CIO should have a seat at the table." The claim continues that business cannot survive without the simplest of technologies. Then they provide evidence as if it would be the final nail in the coffin, "Just the other day, when email was down..." Raising my eyebrows in question, I ask, "So your email was down? For how long?" The question is like a scene from a horror film where the sudden realization is that the casket being completed is... your own. Gaining strategic respect is a long way away for those having trouble maintaining their tactical obligations. If your organization is having difficulty providing basic services, you will never have the privilege of being a partner with the business.

Page 1 of 12

More Info on Project Recovery

Tell me More!

Please send me more information
on fixing a failing project.

Rescue The Problem Project

Internationally acclaimed

Image of RPP

For a signed and personalized copy in the US visit the our eCommerce website.

Amazon logo
Buy it in the United States Buy it in Canada Buy it in the United Kingdom
Buy it in Ireland Buy it in Germany Buy it in France
Buy it in Italy Buy it in the PRC
Buy it in Japan
Book sellers worldwide.

Upcoming Events

Other's References