Capabilities Assessment to Improve Project Success Rates
The other day a friend said that there were three reasons for project failure. I took exception and stated there were two. As I thought about it more, there is only one. People are at the root of all failures, everything else is a symptom. Let’s look at some common reasons.
The project is over constrained. People set the constraints. If they do not understand the project well enough to set the constraints, or listen to the people that are suggesting the constraints, then they are the problem.
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.
Experience with red projects has more value than recovering them—avoiding them is the real objective. This presentation focuses on a number of techniques learned while recovering projects that greatly improve the chances for success. It introduces the concept of a Guidance Team that gets involved with the project at the customer inception stage and follows the project and team through to the project completion.
I need your help. Why is it that as we get older, so many of us lose the desire to learn? Where is the fun in that? A few years ago, I was nearly sucked into it myself—at least for a few minutes. A half-dozen of us were sitting in a coffee shop talking about growing our businesses and conversation turned to Twitter—about its uselessness. As I drove back to my office, I thought, "The six of us ought to go tell the twenty million people using Twitter how foolish they are." With that utterance, I realized how I had been drug into the world of stasis. I spent the subsequent three days immersed in social media, studying Twitter, LinkedIn, Facebook, and numerous other social tools. Now I am perplexed on how to get others to see the value. Let me fill you in on what I have learned about teaching people, maybe you can point out my flaw.
Again, I was chided for saying there are no Information Technology projects. This time, the excuse was that the company built software. I countered my antagonist by asking if the same group that built their software also maintained the account system, workstations, email, and network. "No, that is a separate group." He was missing that his company's production group was not IT. Information Technology is the support group... and yes, they should not be doing anything that fails to directly affect getting product out the door or reducing costs. Every project's goal must be to deliver to the operational needs of the company—selling product—not to the whims and desires of the IT group. If a project fails to address the needs of the customer (directly or indirectly), then it should never see a penny of funding. This seems such an elementary concept, but it is routinely violated by techno-bigots trying to implement the latest toy or tool.
A couple months ago I asked the question, "Who should the CIO report to?" on the LinkedIn's CIO Magazine Forum. Surprisingly, over 100 people responded, so many that the group's moderator moved the discussion to the jobs section. Maybe they were tired of the attention this old, beat-up subject was getting. I surely did not think responses would be quite as passionate as they were. However, my interest lay in another area, not in the answers to the direct question, rather the reasoning behind them.
Information Technology organizations continually struggle to build systems that meet their customer's needs. They work tirelessly developing solutions that are delivered late, difficult to use, or deficient in key features and functions. This is nothing specific to the last couple decades; it stretches back to the first systems developed. Fredrick Brookes eloquently underscores this in his recount of the 1960's software engineering project to develop the IBM 360 in his book The Mythical Man-Month (1975) and is required reading for all IT executives. For the Chief Information Officer to solve this problem takes a new approach, one, nearly opposite from today's direction.
CIOs have two major responsibilities—keeping IT's lights on (backups, networks, email, etc.) and providing support for business initiatives. Being mediocre at either will make for a short career. Although the respective budgets are normally a 70:30 split, a CIO will be fired in a minute for failing to properly support the 30%. That portion of their budget actually generates the company money. Keeping the lights on is a thankless job. People simply expect networks run, data served, and viruses inoculated. It is expected much as we expect water when turning on the tap. Supporting business initiatives is just as thankless since 60% of projects seem to always be in trouble.
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.
Have you ever had a boss that simply wants to stand in your way? They avoid making even the smallest decision, never providing enough information to understand their objections. It is more common than most of us would imagine. In fact, this behavior is the central to every sales interaction. Even though you may be repulsed at thinking of yourself as "selling" to your boss, that is exactly what is required with any idea you are pushing. Therefore, it makes perfect sense to employ the same techniques used to sell large systems. If you think this is rubbish, as one of my esteemed readers once eloquently said, I will posit that you are already using sales techniques, just the wrong ones—the ones car dealers use. Changing this approach will subdue your unruly boss