Project Failure Case Studies
As mentioned last week, alignment is of the utmost importance. Achieving alignment, at first glance, is easier when the supplier works for the same company as the customer, say an IT organization delivering a new application to a business unit. However, from my experience there is little difference. In fact, exploring a vendor's world, where access to the customer is inhibited, sheds significant light on techniques to improve the customer-supplier relationship. Classically, vendors must wait for a request (RFP or RFQ) before they can get access to the customer. Exploring ways of "fishing up stream," as an eloquent account manager friend of mine says, is critical in improving project success. To understand this we need to review a couple of case studies on vendor success and failure.
I have always enjoyed cooking and rarely thought of it as a chore, let alone a project; however, when my wife became ill, I became the household chef and had to learn a new way to cook. Every evening was a project with varying degrees of success. Eventually making multi-course meals from scratch became easier. I used to joke that cooking Chinese food was two hours of chopping fresh vegetables and ten minutes with three blazing woks.
|Author:||Chris McChesney, Sean Covey, Jim Huling|
|Released:||April 24, 2012|
This is a non-project management book that discusses how to achieve results in the execution of a plan. The four disciplines are great change management tools that get results and keep people focused. Where it is valuable to a project manager is in its education on how to keep people focused on a goal. It can you used to help your team on short term progress or on driving your project's customer to focus on what they need to achieve success. If you plan to make the move from project management to any other operational mode--even to the PMO--this book gives a number of good tools.
|Author:||Thomas J. Peters|
This book is currently under review, more details will be added when available
If you want to explore and improve your leadership style, this is a "Must Read." Why leadership? Because projects struggle under managers and they excel under leaders. Not only that, but this also gets you thinking and talking like your business leaders. How can you communicate with them if you do not think like them?
Touted as the "Greatest Business Book of All Time" (Bloomsbury UK), In Search of Excellence has long been a must-have for the boardroom, business school, and bedside table.
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 two most common project attributes that raise the red flag are cost and timeline problems. Both are easily measured and inextricable intertwined. As the timeline extends, there is a commensurate increase in cost; similarly, as cost goes up (usually from increased scope) the timeline increases. However, time is different. Benjamin Franklin said it best, "You may delay, but time will not." Work can stop work (controlling the burn rate) and extraneous features can be removed (decreasing the required work), but time marches on. We cannot control time. Although intuitively obvious, the concept seems to escape a large number of managers and executives.
A few weeks ago, I set out to write a post on the comparison of various organizational change management (OCM) methodologies and realized that would be a disservice to my readers. It would simply drag you down the path of implementation while failing to focus you on building the foundation. The pressure was too much and I have relented to numerous requests on making that comparison. The caveat is that juxtaposing these models is not comparing different varieties of oranges or even apples and oranges; we are surely comparing the peel to the fruit they contain. Hence, comparing methodologies like Kotter's model (the peel), Prosci's ADKAR (the core), and General Electric's Change Acceleration Process (the whole fruit) need a different approach.
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.
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.
I have always enjoyed being part of team building exercises. The one where you close your eyes and fall backwards hoping that your team members catch you is my favorite. It reminds me of an amusement park ride. There is always the thought in the back of my mind that some trickster will let my head crack on the floor. I think it adds more excitement. However, team building exercises only go so far and normally fail to reach their objective. They are too transient. The event happens, the manager checks off the list to show the task is done and he or she goes back to managing the team with status reports, task assignments by email and visiting people only when something goes wrong.