Most are impacted in crisis times and budget tightening
Most use specific PM software, a few have company wide platforms
We have cats, cheetahs, Flipper, lion, sheep herding dog, the Predator, Beaver…
A 50/50 split on management supporting PM
Most received formal training
50/50 split on ‘being in a play’ and ‘sitting on a beach’
Most budgetary control comes from upper management or elsewhere (a few actually have control)
Next five years: intergroup coordination will be a challenge; being asked to work faster with lower budgets; constant education to whole organization why PM is important; employee development; convincing customers that PM is necessary.
Project management requires tools, processes and analytics to successfully operate. But these elements only show half the picture. The most critical element of successful project management and execution is what we call the “human factor” – looking beyond the steps, the tools, the technology to what motivates and drives proper project management performance.
In this seminar we will look at how to drive better communications, better requirements gathering and definition, and improved project results, as well as look at how to modify poor project management behavior, the application of incentives in driving project results, team building and milestone celebration. All projects consist of people with needs, wants, desires, issues and time constraints. How can you impact the “human factor” to improve the results of any project?
General: A research study done by the Standish Group of over 300 IT managers and their projects. In the United States, companies spend more than $250 billion on IT application development of approximately 175,000 projects. The average cost of a development project for a large company is $2,322,000; for a medium company, it is $1,331,000; and for a small company, it is $434,000. A great many of these projects will fail.
General: Additional research shows a staggering 31.1% of projects will be canceled before they ever get completed. Further results indicate 52.7% of projects will cost 189% of their original estimates. The cost of these failures and overruns are just the tip of the proverbial iceberg. The lost opportunity costs are not measurable, but could easily be in the trillions of dollars.
General: On the success side, the average is 16.2% for software projects that are completed on-time and on-budget. In the larger companies, the news is even worse: only 9% of their projects come in on-time and on-budget. And, even when these projects are completed, many are no more than a mere shadow of their original specification requirements. Projects completed by the largest American companies have only approximately 42% of the originally-proposed features and functions. Smaller companies do much better. A total of 78.4% of their software projects will get deployed with at least 74.2% of their original features and functions.
Re-Starts: One of the major causes of both cost and time overruns is re-starts. For every 100 projects that start, there are 94 re-starts. This does not mean that 94 of 100 will have one re-start, some projects can have several re-starts.
Cost Over Runs: Equally telling were the results for cost overruns, time overruns, and failure of the applications to provide expected features. Almost a third experienced cost overruns of 150 to 200%. The average across all companies is 189% of the original cost estimate. The average cost overrun is 178% for large companies, 182% for medium companies, and 214% for small companies.
Time Overruns: For the same combined challenged and impaired projects, over one-third also experienced time overruns of 200 to 300%. The average overrun is 222% of the original time estimate. For large companies, the average is 230%; for medium companies, the average is 202%; and for small companies, the average is 239%.
Content Deficiencies: Of challenged projects: more than a quarter were completed with only 25% to 49% of originally-specified features and functions. On average, only 61% of originally specified features and functions were available on these projects. Large companies have the worst record with only 42% of the features and functions in the end product. For medium companies, the percentage is 65%. And for small companies, the percentage is 74%.
Sir Ernest Shackleton’s British Imperial Trans-Antarctic Expedition of 1914 to 1916 with the goal of accomplishing the first crossing of the Antarctic continent, a feat he considered to be the last great polar journey of the "Heroic Age of Exploration."
In December 1914, Shackleton set sail with his 27-man crew, many of whom, it is said, had responded to the following recruitment notice:
"Men wanted for hazardous journey. Small wages. Bitter cold. Long months of complete darkness. Constant danger. Safe return doubtful. Honor and recognition in case of success. —Ernest Shackleton."
Have a strategy for reinforcing the new behaviors that align with your new work design - Creating a successful team structure requires changes in behavior for everyone. Identifying the desired behaviors, and reinforcing them immediately, will bring about a smoother change.
Use a demand-pull model for motivating employees - The specific, team-supportive behaviors expected from employees should be clearly communicated. As team members and leaders begin to use these behaviors and become more self-directed, they should be given more control and more freedom to act, make decisions, gain autonomy, get access to reward/celebration funds, etc. With this approach, teams are motivated to move forward, receive more training, and excel within the team system. Reference: Daniels, Aubrey. Bringing Out the Best in People
Make the criteria for receiving reinforcement and rewards clear and achievable - The more unclear contingencies for rewards are, the more confusion and skepticism employees will exhibit.
Reward and reinforce individual efforts as well as team performance - Individual recognition is important, but use it to reinforce a member’s contribution to the team.
Empower teams gradually and systematically - turn over responsibilities such as self-management and decision making, only when team members are ready, and initially provide a limited scope for them. Handing over complete empowerment immediately, especially when employees are not used to it, can be disruptive and counter productive.
Reference: Daniels, Aubrey. Bringing Out the Best in People
U.S. Navy Cmdr. Mike Abrashoff took the worst ship in the Navy and transformed it into the top ship in the Pacific Fleet.
In 1997, Abrashoff, a well-decorated officer, was assigned command of the USS Benfold, a ship with a $60 million budget and a crew of 300. Under his people-first leadership, crew retention increased from 28 to 100 percent, the ship achieved best-ever results in every competitive category, and it consistently operated at 75 percent of budget, returning millions to U.S. taxpayers. To cap off Abrashoff's success, the Benfold won the prestigious Spokane Trophy for the best ship in the U.S. Navy's Pacific Fleet.