Project Rescue - Fix It or Kill It            Executive Briefing                        June 28, 2012
HousekeepingPhones are mutedUse the question block forquestionsCopy of presentationavailable upon request
About Your Presenter• Sr. VP KeyedIn Solutions Consulting Group   –   Helping companies align their business and technolog...
Today’s Discussion•   Why Projects Fail•   Recognizing The Challenges•   How To Create Success•   Keys to Project Recovery...
How Did We Get Here?• Project Objective – Bad Example   – To spend a great deal of money and cause huge disruption     obt...
What is a Project?• A project is a unique organization created to deliver a defined  result within an agreed timeframe wit...
Project Management• Business Case   –   Why do we want to do this?   –   What will it do for the business?   –   How much ...
Why Projects Fail• Unrealistic or undeliverable objectives• Poor management support  • Lack of visibility  • Lack of focus...
Recognizing The Challenges• Detachment - the external  perspective• Experience - ability to tell when  something is not ri...
Avoiding Common Project Pitfalls• Set the right expectations   – aim for something you can deliver• Communicate effectivel...
So It Has All Gone Wrong•   Loss of management belief and support•   Loss of user buy in•   Frustrated vendor relationship...
Project Rescue• Needs a defined and very focused recovery method   – Understand the issues   – Re-engage the team   – Get ...
Role of the Project Management Office (PMO)• Establishing and ensuring adherence to a defined  methodology and a clear app...
Timing is EverythingPhase               Description                     RiskThe Early Innings   25% into the project –    ...
Adding Resources• Right people at the right  time with the right skills is  worth the cost• Wrong people at the right  tim...
Replacing Project Managers• Client Project Mangers   – Skill Problem?   – Attitude Problem?   – Has a full time job proble...
Replacing Consultants• Personality conflict with other team  members• Is the consultant “not liked” because  they are simp...
Changing Consulting Firms• We were promised skilled consultants and a proven  approach• Things to consider   – Are the iss...
Avoiding the Point of No Return• Everyone has to be proactive• Move non-critical items to Phase II   – Executive bonus tie...
Audits• Pre-Project Audits   –   Organizational Readiness Audit   –   Data Readiness Audit   –   Best Practices   –   Syst...
Things to Remember….• Look at internal issues• Look at external issues• Tough decisions are required• Ask for help !!     ...
About KeyedIn Consulting GroupExperts providing solutions to specific problems   – Project Rescue   – Project Management &...
Follow KeyedIn       Corporate Website: www.keyedin.com       www.twitter.com/keyedinsolution       www.linkedin.com/compa...
Free WhitepapersDownload@www.keyedin.com                   24
Upcoming Webinars7/10/12   The Replacement System: Why, How, When and Who7/12/12   How to Successfully Engage Software Ven...
Questions & AnswersQ A       &   Copy of Presentation   Future Webinars          Contact:         Shelly Bird           Vi...
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Project rescue fix it ot kill it

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Why Projects Fail
Recognizing The Challenges
How To Create Success
Keys to Project Recovery
How KeyedIn Consulting Group Can Help You Today

johncachat@hotmail.com
www.peproso.com

Published in: Business
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Project rescue fix it ot kill it

  1. 1. Project Rescue - Fix It or Kill It Executive Briefing June 28, 2012
  2. 2. HousekeepingPhones are mutedUse the question block forquestionsCopy of presentationavailable upon request
  3. 3. About Your Presenter• Sr. VP KeyedIn Solutions Consulting Group – Helping companies align their business and technology – Focus on people, process, and then the technology – Subject matter expert on business process management – On-going research into next generation of technology for enterprise systems• 25 years experience in enterprise systems – USAF Research Project (1985) – Founder of enterprise quality software company (1988)• Trusted advisor to global organizations, government agencies, and professional groups http://www.linkedin.com/in/johncachat
  4. 4. Today’s Discussion• Why Projects Fail• Recognizing The Challenges• How To Create Success• Keys to Project Recovery• How KeyedIn Consulting Group Can Help You Today
  5. 5. How Did We Get Here?• Project Objective – Bad Example – To spend a great deal of money and cause huge disruption obtaining low quality deliverables with questionable ROI over an indeterminate and elongated time frame• Project Objective – Good Example – create a unique organization created to deliver a defined result within an agreed timeframe with identified resources
  6. 6. What is a Project?• A project is a unique organization created to deliver a defined result within an agreed timeframe with identified resources• Made Up Of – Objectives – Deliverables – Milestones – Resources Relationship Triangle
  7. 7. Project Management• Business Case – Why do we want to do this? – What will it do for the business? – How much will it cost? – What are the risks? – What if we do nothing?• Project Approach – Scope – Phasing – Controls – Quality Management
  8. 8. Why Projects Fail• Unrealistic or undeliverable objectives• Poor management support • Lack of visibility • Lack of focus • Lack of controls• Inadequate experience in the project team• Failure to understand the critical success factors and risks surrounding the project
  9. 9. Recognizing The Challenges• Detachment - the external perspective• Experience - ability to tell when something is not right• Information - metrics and measures that illuminate the situation• Communication - businesses react to noise as much as content – make sure you do not leave a information vacuum for others to fill
  10. 10. Avoiding Common Project Pitfalls• Set the right expectations – aim for something you can deliver• Communicate effectively – “the biggest problem in communication lies in the illusion that it has taken place”• Monitor, measure and understand – stay “in the room,”no rose tinted glasses• Change is inevitable…manage it ! – stay adaptable and stay current – understand the effect of each, every and all the changes
  11. 11. So It Has All Gone Wrong• Loss of management belief and support• Loss of user buy in• Frustrated vendor relationship• Vilification of the project team, vendor, product, project objectives or all of the above• Continually slipping milestones• Failed to produce deliverables• Budget blown• Business case undermined
  12. 12. Project Rescue• Needs a defined and very focused recovery method – Understand the issues – Re-engage the team – Get the project back on track Project Restart and PhasedContainment Restatement Re-engagement Replan Recovery Phase Sign Off Completion Analysis
  13. 13. Role of the Project Management Office (PMO)• Establishing and ensuring adherence to a defined methodology and a clear approach to project delivery• Monitor the business case• Manage communication• High level execution management – assess scope, – allocate resources and – verify time, – budget, – risk and impact assumptions
  14. 14. Timing is EverythingPhase Description RiskThe Early Innings 25% into the project – LOW application exploration done, started system designMidgame 60% into the project – MEDIUM configuration done and testing has startedThe Home Stretch 90% - just about to go live HUGE 14
  15. 15. Adding Resources• Right people at the right time with the right skills is worth the cost• Wrong people at the right time with the wrong skills is a huge mistake• Skills, attitude, time 15
  16. 16. Replacing Project Managers• Client Project Mangers – Skill Problem? – Attitude Problem? – Has a full time job problem?• Consultant Project Managers – Harder to replace because they don’t have as many – Replacing with a Client Project Manager? maybe 16
  17. 17. Replacing Consultants• Personality conflict with other team members• Is the consultant “not liked” because they are simply a bearer of bad news?• Will replacement have the same or better skills?• Inability to contribute at the level expected by the client• Timing matters – Mid project, OK, maybe – Right before we go live, NO 17
  18. 18. Changing Consulting Firms• We were promised skilled consultants and a proven approach• Things to consider – Are the issues from the type of contract signed? – Can we solve the problem with different consultants from the same firm? – Are they software / systems issues and we are blaming the consulting firm? – What is the impact on the project timeline and cost? – What did we learn so that we do not repeat it with a new consulting firm? 18
  19. 19. Avoiding the Point of No Return• Everyone has to be proactive• Move non-critical items to Phase II – Executive bonus tied to functionality? – Refer back to company goals• Killing the Projects – Can be political and/or financial suicide – No chance of a successful go-live? – Step back and evaluate 19
  20. 20. Audits• Pre-Project Audits – Organizational Readiness Audit – Data Readiness Audit – Best Practices – System Readiness – Political Obstacles• Mid-Implementation Audits – Step back and evaluate and adjust• Post-Go Live Audits – Lessons Learned – What went wrong – What went right 20
  21. 21. Things to Remember….• Look at internal issues• Look at external issues• Tough decisions are required• Ask for help !! 21
  22. 22. About KeyedIn Consulting GroupExperts providing solutions to specific problems – Project Rescue – Project Management & Virtual PMO – People and Process Alignment – Business and IT Alignment – Enterprise Software Selection 22
  23. 23. Follow KeyedIn Corporate Website: www.keyedin.com www.twitter.com/keyedinsolution www.linkedin.com/company/2434133?trk=tyah 23
  24. 24. Free WhitepapersDownload@www.keyedin.com 24
  25. 25. Upcoming Webinars7/10/12 The Replacement System: Why, How, When and Who7/12/12 How to Successfully Engage Software Vendors & Their Software7/17/12 Business Processes: Can’t Live With ‘Em, Can’t Live Without ‘Em7/19/12 Support for the New System: Go Live Is Just The Beginning7/24/12 Selecting Consultants: Just Like A Marriage–For Better Or For Worse7/27/12 Enterprise System Implementation Strategies and Phases7/31/12 Project Teams: People Issues, Roles and Responsibilities Register at www.keyedin.com 25
  26. 26. Questions & AnswersQ A & Copy of Presentation Future Webinars Contact: Shelly Bird Visit: sbird@keyedin.com www.keyedin.com 952-835-1041 ext.163

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