Project Success/Failure

PROJECTSKey Issues in Success/FailureISACA Wellington Chapter Sept 11, 2009
Peter Salmon, C.A.
Principal - Manning Charles & Associates Ltd.

Important Notice – please make sure you read
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All information and materials are provided on an 'as is' basis and are not intended in any way to be comprehensive.
Any reader making use of this material does so at his/her own risk and readers are advised to take independent professional advice before acting on any information or materials found here.
Neither Peter Salmon nor Manning Charles & Associates Limited accepts any responsibility for, nor do they give any representations or warranties, express or implied, that any of the information and materials contained in this document and presentation are complete, accurate or free from errors or omissions.
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Projects – Key Issues in Success/Failure © September 2009 Peter M Salmon & Manning Charles & Associates Ltd

About this session
We will consider:
project success rates
key issues associated with the success or failure of projects.
the impact of governance as a means of enhancing prospects of success.
in this regard the Initiation and Planning stages of the Project Lifecycle
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Nature of Projects
A project is a temporary endeavor undertaken to create a unique product, service, or result
Source:- PMBOK
Projects – Key Issues in Success/Failure © September 2009
Peter M Salmon & Manning Charles & Associates Ltd
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Project outcomes vary
Success
Failure
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Source :- Getty Images / Stu Forster
Source:- Ian Mackley
DominionPost

Success is rare?
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Or is it?
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Some key defining factors
Successful
Strong, visible executive support
Dedicated teams
Alignment with vision
Change impacts clear and known
Accountability/Responsibility
Change seen as an on-going process
Metrics and incentives used to drive desired behaviours
Undersell, over-deliver
Everyone gets a win is the approach
Unsuccessful
Uncertain leadership
Resource scarcity/competition
Unclear goals, vision or strategy
Opaque change impact
No Accountability/Responsibility
Change is episodic and event based
Metrics and incentives non-aligned with desired behaviours
Lots of “happy talk"
Clear winners and losers
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ISO 38500 Governance Model
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Source:ISO38500 Standard

Principles
Responsibility
Strategy
Acquisition
Performance
Conformance
Human Behavior
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Principles - defined
Principle 1: Responsibility
Individuals and groups within the organization understand and accept their responsibilities in respect of both supply of, and demand for IT. Those with responsibility for actions also have the authority to perform those actions.
Principle 2: Strategy
The organization’s business strategy takes into account the current and future capabilities of IT; the strategic plans for IT satisfy the current and ongoing needs of the organization’s business strategy.
Principle 3: Acquisition
IT acquisitions are made for valid reasons, on the basis of appropriate and ongoing analysis, with clear and transparent decision making. There is appropriate balance between benefits, opportunities, costs, and risks, in both the short term and the long term.
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Principles defined
Principle 4: Performance
IT is fit for purpose in supporting the organization, providing the services, levels of service and service quality required to meet current and future business requirements.
Principle 5: Conformance
IT complies with all mandatory legislation and regulations. Policies and practices are clearly defined, implemented and enforced.
Principle 6: Human Behaviour
IT policies, practices and decisions demonstrate respect for Human Behaviour, including the current and evolving needs of all the ‘people in the process’.
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Six Principles mapped to key project factors
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Impact of governance
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Source:Sauer, Gemino and Reich

Impact of governance
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Source:Sauer, Gemino and Reich

Project Initiation + Planning - Common Issues
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Project Initiation + Planning - Common Issues
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OK, but what do we do?
Implement a framework which
Evaluates needs on an ongoing basis
Ensures IT meets business objectives
Monitors outcomes and adherence to policy, law etc
Intent being to:-
Reduce risk
Ensure the informed use and deployment of IT
Provide the information to enable objective evaluation of IT within the entity
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Key elements
Leadership
Entity
Sponsor
Project
Common values, e.g.
Integrity
Openness
Communication
Resourcing
People
Training
Time
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Desired outcome
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Source: Ian Mackley/
Dominion Post