October 2015 - Vision to Value eJournal

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Welcome to our new eJournal with a new name, look, and feel. We hope that you like it. It brings you significantly more information on how to execute your initiatives and projects successfully. After all, being able to deploy new capabilities faster with better adoption is what makes any business leap forward. We are sure you will find material to help you do just that.

This month we cover:

  • Two case studies on major failures
  • A look into how all of us can learn from public sector projects
  • How to keep you out of court, and
  • Leadership in your projects

Cheers,
  Todd C. Williams
  President, eCameron


Case Study: $250 Million Failure, Who Are You Going To Sue?

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. Read more...


Tales of an Expert Witness: Sex, Lies, and Video (Part I)

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. Read more...


The 6 Ps of Public Sector Project Failure: Profit, Periodicity, Politics, Passion, Press, and Pay

"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. Read more...


Case Study: Division Of Unemployment Assistance, Massachusetts/Deloitte

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. Read more...


Picture of perplexed PM

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. Read more...

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