Blog: Fixing Problem and High-Risk Projects
In many years of recovering failing projects, I have found a few management actions whose rationale seem completely absurd. Regardless of my efforts, I am unable to understand or dissuade them from their decisions. These decisions either precipitate the failure or greatly exacerbate the project's dilemma. Regardless, due to management's level of shear desperation, they can only be classified as stupid decisions. If there were the Darwin awards for management, these would qualify.
Full implementation of agile project management requires a top-down approach. The differences in reporting, resource dedication, team structure, and customer relationship from traditional project management methodology requires buy-in at the highest level of the company. Educating superiors and customers on the benefits of agile project management is difficult, especially if they have a religious belief in classical project management style. Implementing a pilot project is the best way to quell their fears. Unfortunately, in a recovery this luxury is unavailable—the turn-around becomes the pilot.
Maintenance does not belong in projects. Combining the two violates the definition of a project, mixes deliverables with opposing triple constraints, and sets the stage for scope creep. Maintenance needs to be performed by a dedicated group that can quickly implement changes. Project teams should focus on completing enhancements that will provide additional value to the customer.
Negotiation is at the heart of every recovery. Once the problems are determined, you must get everyone to concur on the solution. Achieving agreement, however, is inextricably bound to culture—from Asia's polite bows and constant "yeses," to the fist pounding demands of the Middle East. The distinction hit me in back-to-back projects. Culture shock abound. Little did I know, I would find solace and guidance in a favorite Monty Python flick.
Last Monday Mitch Lieberman invited me to a TweetJam on ITSuccess. My first reaction was, "What the heck is a TweetJam?" Google was of no help. All I could tell was that two of most prominent authorities on IT project failure were at the center of the meeting—Mike Krigsman and Phil Simon. The invitation was an honor. The result was summed up in my closing tweet, "@mjayliebs, that's one of the fastest hours I have spent in my life. Thank you very much for the idea and the invitation." It was one of the most educational and exciting events I have seen in years.
From years of experience in recovering red projects, I estimate that only a third of all problems that affect red projects are actually on the project; the other two-thirds are in the surrounding organizations. Poor policies and procedures or lack of commitment by the customer, vendor, integrator, or organization overshadows problems on the project. Unfortunately, project managers do not have the authority, or even the influence, to address these issues. Their only course of action to complete the project successfully is to band-aid the problem. This must change if companies are going to quickly and accurately implement business initiatives.
For years, project failure rates have been ridiculous. Various groups have published statistics showing troubled or failing project rates range from forty to eighty percent. People have asked time and again the primary reason for project failure and I repeat the same list so many have already stated—poor management, inadequate understanding of the goals, miserable communication, the list continues. However, I have discovered one problem common to every project I have recovered that I think is core to many of these generic observations.
A couple Friday's ago, I was in a meeting and I reiterated my mantra, "Process stifles creativity." A friend, well, I think she still is, nearly jumped out of her chair. "I need to correct you," she barked, "Only poorly implemented process stifle creativity." The suddenness and passion in her response caused the gentleman sitting between us to slide his chair back quickly in order to avoid being tangled in any physical altercation. The room was full of jeers for us to settle the dispute in the parking lot. Realizing I had just stepped in a hornet's nest, I made a joke of it. However, her attack does not dissuade me.
Or... I Think I Can
I have a book that sits in the bookshelf behind my desk and has been there for as long as I have had a desk—The Little Engine That Could, by Watty Piper. I have read it numerous times to each of my children and soon to my granddaughter, Kennedy. Each time I open it, the smell takes me back to my Dad's lap and a time when life was much easier. A time when my vocabulary was devoid of the word project. I am not sure if there is a direct connection between that word and life's simplicity, it is probably just an coincidence.
The first ingredient in recovering any project is trust. The team must trust the recovery manager, the customer must trust the supplier, team members must trust each other, and so on, until all permutations are exhausted. Without trust, all is for naught. Therefore, to have a successful recovery, or project for that matter, it is a requirement to thoroughly understand trust and how to foster it.
Filling Execution Gaps
Rescue The Problem Project
- New PM Articles for the Week of November 9 – 15, The Practicing IT Project Manager, November 9, 2015
- The Argument for Disbanding Your PMO, Accellerated IT Success, Nov 13, 2015
- New PM Articles for the Week of September 28 – October 4, The Practicing IT Project Manager, October 4, 2015
- Episode 332: Project Sponsor Challenges and Solutions, PM Podcast, Cornelius Fichtner, September, 2015
- New PM Articles for the Week of December 1 – 7, The Practicing IT Project Manager, December 7, 2014
- How to buy Project Management Consulting Services: Service as a Product (SaaP), Guerrilla Project Management, Samad Aidane, December 2, 2014
- Episode 275: Your Project Statement of Work is Missing a Comma!, PM Podcast, Cornelius Fichtner, June 14, 2014
- State Invites 10 Firms To Shift Cover Oregon To The Federal Health Insurance Exchange, Oregonian, Portland, Nick Budnick, May 28, 2014
- Decision To Scrap Or Salvage Cover Oregon Health Insurance Exchange Poses Risks Either Way, Oregonian, Nick Budnick, Portland, April 9, 2014
- Cover Oregon Consultant: Fix For Health Insurance Exchange Could Take $40 Million, 21 Months, Oregonian, Nick Budnick, Portland, April 4, 2014
- Episode 205: Rescue The Problem Project, PM Podcast, Cornelius Fichtner, June, 2013
- Episode 206: How to Keep your Project out of Trouble, PM Podcast, Cornelius Fichtner, May, 2013
- How to identify, prevent, and recover from project failure, Accellerated IT Success,April 2, 2013
- Episode 260: The Seven Steps to Rescuing the Problem Project, PM Podcast, Cornelius Fichtner, January. 2014
- New PM Articles for the Week of August 6 – 12, The Practicing IT Project Manager, August 12, 2012
- New PM Articles for the Week of June 11 – 17, The Practicing IT Project Manager, June 17, 2012