CHAOS Project Management

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  • In the past, project failure was a taboo subject and was not discussed. Since then it has been recognised as a global corporate issue and steps are continually been taken to improve effective project management.On the bright side, failure is seen as a stepping stone to success by the Standish Group and it is vital to learn from mistakes to succeed in the future.
  • In the past, project failure was a taboo subject and was not discussed. Since then it has been recognised as a global corporate issue and steps are continually been taken to improve effective project management.On the bright side, failure is seen as a stepping stone to success by the Standish Group and it is vital to learn from mistakes to succeed in the future.
  • In the past, project failure was a taboo subject and was not discussed. Since then it has been recognised as a global corporate issue and steps are continually been taken to improve effective project management.On the bright side, failure is seen as a stepping stone to success by the Standish Group and it is vital to learn from mistakes to succeed in the future.
  • In the past, project failure was a taboo subject and was not discussed. Since then it has been recognised as a global corporate issue and steps are continually been taken to improve effective project management.On the bright side, failure is seen as a stepping stone to success by the Standish Group and it is vital to learn from mistakes to succeed in the future.
  • In the past, project failure was a taboo subject and was not discussed. Since then it has been recognised as a global corporate issue and steps are continually been taken to improve effective project management.On the bright side, failure is seen as a stepping stone to success by the Standish Group and it is vital to learn from mistakes to succeed in the future.
  • Now focus on enterprise-wide project management via internet enablement, multiple nested project support, and enterprise-wide collaboration features.Interoperability will be a primary objective.
  • CHAOS Project Management

    1. FOR SUCCESS
    2. Reasons'for'' Project'Failure 4:'Four'Ps'of'PM:'People'Performing'Perfect'Processes'' 1:'Underestimating'the'complexity'&'ignoring'changing'requirements' 2:'Just'automating'processes'rather'than'creating'business'value' 3:'Urgent'multiEproject/site'undertaking'and'the'rush'to'the'Internet' Corporate'America'spends'$275' billion'on'200,000'application' software'development'projects' annually.'Majority'of'them' failed'for'lack'of''skilled'PM.'
    3. Project' Resolution Standish’s'study'has' shown'that'there'has' been'an'improvement'in' success'rates'in'1994E1998.' 16%$ 27%$ 26%$ 31%$ 40%$ 28%$ 53%$ 33%$ 46%$ 1994$ 1996$ 1998$ 0% $ $$$$$20% $ $$40% $$$$$$$$60% $ $$$$$$80% $ $$100% Successful $ $Challenged $ $Failure$
    4. Standish'Group'believes'3'factors'are'responsible:' ' 1.'Smaller'application'development'initiatives' 2.'Better'project'management' 3.'Greater'use'of'standard'infrastructures' Project$Success$Rates,$Costs$Fall'(1994$vs.'1998)' $ Company$ Size Success$ Rate$1994 Success$ Rate$1998 Project$ Cost$1994 Project$ Cost$1998 True$ Delta Large 9% 24% $2.3M $1.2 L65% Medium 16% 28& $1.3M $1.1 L41% Small 28% 32% $0.4M $0.6 L4%
    5. The'3'Pillars'of'Project'Success Projects'with'lower'figures'in'each'of'theses'areas'have'more'potential'to'succeed.' Facts:' As'project'costs'rise,'success'rates'fall.' No'correlation'between'the'size'of'a'firm'and'rate'of'success.' Retail'Industry'has'the'highest'project'success'rate'–'59%.' Project'Size' Project'Duration' Team'Size'
    6. 0%$ 10%$ 20%$ 30%$ 40%$ 50%$ 60%$ Less$than$$750K$ $750K$L$$1.5M$$ $1.5M$L$$3M$ $3M$L$$6M$$ $6M$L$$10M$ Over$$10M$ Success'by'Project'Size
    7. CHAOS'Ten' Project$Success$Factors$ %$of$Responses$ 1.$User$Involvement$ 15.9%$ 2.$Executive$Management$Support$ 13.9%$ 3.$Clear$Statement$of$Requirements$ 13.0%$ 4.$Proper$Planning$ 9.6%$ 5.$Realistic$Expectations$ 8.2%$ 6.$Smaller$Project$Milestones$ 7.7%$ 7.$Competent$Staff$ 7.2%$ 8.$Ownership$ 5.3%$ 9.$Clear$Vision$&$Objectives$ 2.9%$ 10.$HardLWorking,$Focused$Staff$ 2.4%$ Other$ 13.9%$ Consists'of'ten'weighted' factors'key'to'success.'Not' all'factors'are'required.'
    8. As'change'occurs,'adapt'but'keep'the'company’s'roots.' C' o' m' m' u' n' i' c' a' t' i' o' n'' S' c' o' p' e'' M i' n' i' m i' z' a' t' i' o' n'' S' t' a' n' d' a' r' d' Project'Success' I' n' f' r' a' s' t' r' u' c' t' u' r' e'
    9. The'Triad'of'Project'Management Function' Rep Executive' Sponsor Project' Manager Technical' Infrastructure' Organization Software' Development' Organization Business Technology
    10. The'Triad'of'Project'Management Function' Rep Executive' Sponsor Project' Manager Technical' Infrastructure' Organization Software' Development' Organization Business Technology
    11. Function'Representative:'The'Business'Person Business'of'Corporation' Knows'User'Community' Twofold'Goal'Definition' Function'Rep'Knows' the'Business'of' Corporation'Best.'
    12. Function'Rep'Knows'the' User'Community'Best.'
    13. Function'Representative'should'be'a… Operations'Person' Minuteman' Lead'Astray' Sherlock'Holmes' Cheap'Date'
    14. Operations'Person' Minuteman' Lead'Astray' Sherlock'Holmes' Cheap'Date' Function'Representative'should'be'a…
    15. Operations'Person' Minuteman' Lead'Astray' Sherlock'Holmes' Cheap'Date' Function'Representative'should'be'a…
    16. Operations'Person' Minuteman' Lead'Astray' Sherlock'Holmes' Cheap'Date' Function'Representative'should'be'a…
    17. Operations'Person' Minuteman' Lead'Astray' Sherlock'Holmes' Cheap'Date' Function'Representative'should'be'a
    18. The'Triad'of'Project'Management Function' Rep Executive' Sponsor Project' Manager Technical' Infrastructure' Organization Software' Development' Organization Business Technology
    19. Executive'Sponsor' Provides'the'Vision,' the'Funding,'and'Some' of'the'Major'Resources' for'the'Project.'
    20. Executive'Sponsor' Project'Manager' Function'Rep' Santa'Claus' Technical'Officer' Wimp' The'Visionary' Project'Champion' Minesweeper' Gen.'Schwarzkopf' Fall'Guy' should'be' should'NOT'be'
    21. The'Triad'of'Project'Management Function' Rep Executive' Sponsor Project' Manager Technical' Infrastructure' Organization Software' Development' Organization Business Technology
    22. Project'Manager' Multilingual' Gatekeeper' Maestro' Clark'Kent' should'be'
    23. Project'Manager' Multilingual' Gatekeeper' Maestro' Clark'Kent' should'be' 90% Communication Other Typical$Day$of$a$PM
    24. Project'Manager' Executive'Sponsor' Function'Rep' Control'Freak' Superman' Multilingual' Gatekeeper' Maestro' Clark'Kent' should'be' should'NOT'be' Is'Muck'Like'a'President'of'a'Small'Company'
    25. Formal'Project'Management Software'Development' On$Time$ On$Budget$ Structurally$Sound$ Detailed$Design$ Design$Not$Flexible$for$Builders$ Failure$is$Investigated$&$Drawn$Up$ Over$Time$ Over$Budget$ Breaks$Down$ Flexibility$Needed$ Rapid$Business$Environmental$Changes$ Failures$are$Ignored$&$Covered$Up$ Bridge'Building
    26. 1:$Project$framework$is$procedural,$rigorous,$standardized$&$documented.$ best'used'for:' ' planning'new'projects' upgrading'existing'projects' complex'situations' when'extended'time'is' allowed'for'completion'' not'useful'for':' ' simple'&'small'projects' emergency'projects' time'critical'projects' 3:$Resources$can$be$allocated$for$max$effect.$ 2:$Monitoring,$reporting$and$change$order$procedures$are$in$place.$ PM$supports$defined$roles$to$achieve$project$objectives:$
    27. Project'Estimating ='predicting'the'future'outcome/cost'of'a'project How'do'you'estimate?' must'be'realistic'&'must'recognize'limitations' ' Standard'estimating'process' can'generate'improvements'
    28. Estimating'Tools' Enable' PM' to' react' correctly' to' changing' program' environment' Must'learn'how'to'cope'with'poor' estimating' &' know' when' to' stop'
    29. Project'Management'Tools Purpose:'to'support'the'project'management' process'by'providing'a'vehicle'for'planning,' executing' and' controlling' the' project.'
    30. PM'Tools'are'Used'for:' Defining'&'assigning'resources' Reporting'progress' Identifying'&'managing'dependencies,'contingencies,'risks' Planning' Estimating' Scheduling' Tacking'tools'designed'to'support'the'project' Ease'of'use' Adaptability'' Scalability' Affordability' Interoperability' Security' Portability' Distribution'of'data' Integrity' Rapid'response'time' 10'Basic'Fundamentals'for'PM'Tools'
    31. Recipe'for'Project'Success 1:'Reducing'requirements'to'the'stark'minimum' 2:'Providing'constant'communication'system' 3:'Coupling'1'&'2'with'a'standard'infrastructure'
    32. Iterative'Development'Process' Good'PM' PM'Tools' Adherence'to'Key'Roles' Recipe'Also'Need… 6'Months'
    33. 6'People'' Recipe'Also'Need… 6'Months' 6 Iterative'Development'Process' Good'PM' PM'Tools' Adherence'to'Key'Roles'
    34. 6'People'' $750,000' Recipe'Also'Need… 6'Months' Iterative'Development'Process' Good'PM' PM'Tools' Adherence'to'Key'Roles'

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