Blog: Fixing Problem and High-Risk Projects

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.

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.

In daily talks and presentations, I am often asked what the most common reasons are for project failures. I usually turn the question around and ask people what they think. It is a fun exercise and people list a mixture of symptoms and sources. As mentioned in the previous blog, one must drill past the symptoms and get down to the problem itself. It is my firm belief that most project problems are rooted in the people, however people are creatures of habit.

It is common that when I am called into fix a red project to have management assign all of the projects ills to one problem. As of yet, I have to see such a project. There are multitudes of problems deeply embedded in the organization and the project team to make a project truly crimson. Managers look at how the problems manifest themselves, skip diagnoses and assign blame. Prior to getting to the point of calling an outside party, they have tried to fix the issues by attacking these symptoms. This only makes matters worse and the project becomes a deeper shade of red.

"Technology... is a queer thing. It brings you great gifts with one hand, and it stabs you in the back with the other." This quote, delivered by C. P. Snow, is one we should all live by. Mr. Snow was a physicist, a novelist and a bit of philosopher. Technology brings about great benefits that many of our projects rely upon. We are using it right now. However, take pause to reflect on how technology is also our nemesis. It haunts our projects with its false promises and lures us into implementing superfluous functionality.

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.

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