Todd Williams
The Honest Broker
Objectivity is paramount. Above all Recovery Managers need to be honest brokers. They must look at every situation (before they become issues) and determine a fair and equitable approach. Allegiance to any party on the project is certain failure. Why? Recovery Managers are mediators in a negotiation process. Only fair and objective treatment of the project team, suppliers and customer will allow the recovery manager to reach an acceptable recovery goal.
Blame The Customer
It is amazing how people on failing projects neglect to look at their own issues prior to blaming someone else. Yes, blame is easy and on red projects since no wants to be the source of the issues. The truth is, everyone is at blame, so before bringing in an auditor or recovery manager, tidy up your house first.
Don't Be A Project Manager
In a meeting the other day, one exasperated participant exclaimed, "This isn't part of all the processes I just learned to get my PMP, how am I supposed to run this project?" I bit my tongue and refrained from looking over the top of my glasses and calmly telling him that running a project is a heck of a lot more than a series of check boxes. The poor guy was frustrated and lost. He was truly dumbfounded. His hard-earned certification failed to prepared him for his new assignment.
The Garage Syndrome: Everything Swells To Fit Its Defined Boundaries
We have all noticed how there is never enough space, money or time. It escapes no one and nothing. If there are two weeks to do a task it will take two weeks, if there is a $10,000 budget it will take $10,000 to do whatever it was. It is human nature. The goal has been set, it must be acceptable, so we strive to meet it. I refer to it as the "Garage Syndrome"—junk swells to fill the space in the garage.
Project Failure Bunk
Are project success rates getting better or worse? What is the cost? What are the controlling factors? How does someone calculate these numbers? The answers are elusive. Lately, Roger Sessions has taken exception to one source—The Standish Group. He has many valid points. However, I doubt there are any statistics giving us a complete picture.
This twitter banter prompted me to dust off some old reports, dig through my library and search my online files to pull some meaningful data together. I was wondering about the headline sentence of this year's Standish Chaos Report, which contains "[2008's] results show a decrease in project success rates, with 32% of all projects succeeding." A pretty alarming statement.
When Even The Punt Fails
Projects can be on-time, within budget, meet the specifications and still be a failure. Case in point, the new Dallas 160x72 foot mega screen. It seems the screen displays what it should, but is positioned a bit too low. So low, that on August 21st, the punter kicked a ball into it. Did someone forget the purpose of the stadium was playing football?
Finding Religion, Trusting Leadership
The project team has an obligation to tell leadership or the customer when they think the direction of the project is wrong. However, at some point the team must follow management. They have to trust management has the insight to know what needs to be done. I call this "Finding Religion." People must act on faith believing the direction is best for the company. This is often contrary to data that is in front of the team and indicates another direction.
Keep Failed Projects Running
Red project recovery is a four-step process. One must, however, determine a short-term plan for the project. It takes time to get to a resolution and it is nonsensical to continue spending money at the current rate. Other than doing nothing, there are two remaining options:
Four Easy Steps to Recovery
The four steps to bring a project back from red. They are:
- Project Audit;
- Data Analysis;
- Solution Negotiation;
- Plan Execution.
Like any recovery, be it twelve-step or four-step, it goes nowhere without realization of the problem. Step zero is acknowledging the failure. Without this step, the problems and subsequent resolutions will not have full recognition and the project recovery will fail due to the lack of management support. With realization, the recovery process has meaning.
Cultural Faux Pas
Cultural issues can be devastating on any project. It is much larger than the obvious language barrier. In fact, since it is so obvious, language is often the smaller issue. It is critical to understand cultural differences and change the management style to accommodate it. Everyone should spend time learning about the different cultures on the project. A few examples help underscore the point.
Project Rescue Blog Posts
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Tales of an Expert Witness: Sex, Lies, and Video Tape (Part II) Written on Wednesday, 02 December 2015 06:30Trust relationships, certifications, and standards sound like such a safe harbor. These sound like such great words in a proposal or statement of work. How could you possibly go wrong…
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Tales of an Expert Witness: Sex, Lies, and Video (Part I) Written on Friday, 01 August 2014 00:00The 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…
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The 6 Ps of Public Sector Project Failure: Profit, Periodicity, Politics, Passion, Press, and Pay Written on Friday, 30 May 2014 00:00"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…
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Case Study: Division Of Unemployment Assistance, Massachusetts/Deloitte Written on Sunday, 30 March 2014 00:00In 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…
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Case Study: $250 Million Failure, Who Are You Going To Sue? Written on Sunday, 30 March 2014 00:00In 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…
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Consultants Cheat Written on Sunday, 25 March 2012 00:00"We can fix this project ourselves." I hear that line all the time. And, of course, you can. It will just be a lot slower and more expensive because consultants…
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Decision Makers, Shakers, and Fakers Written on Sunday, 12 June 2011 00:00Decisions, deshmisions, what is the big deal? Anyone can make a decision! Hardly. After years of working with ineffective initiatives and consternated companies, I have a healthy respect for the…
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Passionately Dispassionate Written on Sunday, 29 May 2011 00:00People routinely ask me the question, "What do you do when you find yourself on a project that is a hopeless failure?" It was raised again a few weeks ago…
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Leading Without Authority Written on Sunday, 27 March 2011 00:00Leadership is more than leading the people reporting to you. Too often, you need to lead people over which you lack any authority. The absence of hierarchical advantage adds a…
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The Consultant's Lore Written on Sunday, 16 January 2011 00:00"Why is it that when you get hired you are no longer the expert?" A chuckle rippled through the audience; however, the woman asking the question was serious. I turned…
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The Snake Pit, Taking the Poison Out of Technical Debt Written on Sunday, 27 June 2010 00:00Projects build in technical debt and maintenance groups remove it—if your organization has a maintenance group. Technical debt accrues in any product, whether or not it has a technical component.…
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Five (more) Stupid Management Decisions on Failing Projects Written on Sunday, 20 June 2010 00:00A few weeks ago, I posted an article on five of the ten stupidest decisions management had done on troubled projects, as promised, here are the other five. Although these…
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