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Standish Chaos Report  - Cercle de Discussion - PMI Branche Midi-Pyrénées (Vincent Dumain)
 

Standish Chaos Report - Cercle de Discussion - PMI Branche Midi-Pyrénées (Vincent Dumain)

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    Standish Chaos Report  - Cercle de Discussion - PMI Branche Midi-Pyrénées (Vincent Dumain) Standish Chaos Report - Cercle de Discussion - PMI Branche Midi-Pyrénées (Vincent Dumain) Presentation Transcript

    • Client or Partner logo and Together, Free your energies CHAOS Report 2009 results Project success/failure factors 10 Laws Forum PMI France Sud - Midi-Pyrénées 21 mai 2010 – Cercle de discussions
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN What is CHAOS? (C H A O S acronym kept secret…)  Survey of IT project health • Since 1994  Standish Group • Boston, Massachusetts • "Specializing in IT Value Research" • www.standishgroup.com  Lacks scientific rigor ? • But results consistent with (unscientific) personal experience
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN The Standish Group's CHAOS report – 2009 results • Successful  24 % • Challenged : late, over budget, and/or with less than the required features and functions  44% • Failed : cancelled prior to completion or delivered and never used  32% 3
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN The Standish Group's CHAOS report – 2009 results Risk proportional to project size (quantitatively) • 61% of successful projects cost under $750,000 • Projects between $750,000 and $3 million have a 38% chance of success. • $10 million+ projects have only 2% chance of coming in on time and on budget. 4
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN Worst Project Failure Rate in a Decade (1/2) 1994 1996 1998 2000 2002 2004 2006 2009 Succes sful 16% 27% 26% 28% 34% 29% 35% 32% Challen ged 53% 33% 46% 49% 51% 53% 46% 44% Failed 31% 40% 28% 23% 15% 18% 19% 24% 5 0% 10% 20% 30% 40% 50% 60% 1994 1996 1998 2000 2002 2004 2006 2009 Successful Challenged Failed
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN Worst Project Failure Rate in a Decade (2/2) 1994 1996 1998 2000 2002 2004 2006 2009 Succes sful 16% 27% 26% 28% 34% 29% 35% 32% Challen ged 53% 33% 46% 49% 51% 53% 46% 44% Failed 31% 40% 28% 23% 15% 18% 19% 24% 6 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1994 1996 1998 2000 2002 2004 2006 2009 Failed Challenged Successful
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN Failure Factors (as identified by the surveyed projects owners) Incomplete requirements 13,1% Lack of user involvement 12,4% Lack of resources 10,6% Unrealistic expectations 9,9% Lack of executive support 9,3% Changing requirements and specifications 8,7% Lack of planning 8,1% Didn't need it any longer 7,5% Lack of IT management 6,2% Technology illiteracy 4,3% 7
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN Success Factors (as identified by the surveyed projects owners) User Involvement 15.9% Executive Management Support 13.9% Clear Statement of Requirements 13.0% Proper Planning 9.6% Realistic Expectations 8.2% Smaller Project Milestones 7.7% Competent Staff 7.2% Clear Vision & Objectives 2.9% Hard-Working, Focused Staff 2.4% Other 13.9% 8
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN CHAOS Success Factors (2009) (as consolidated by the Standish Group after analysis) 9
    • | Titre de la présentation Laws (prescriptions) and CHAOS Success Factors
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN 1. Law of the Two Faces Users are both your best friend and worst enemy  Successful projects include business-knowledgeable users with good communication skills.  Project managers need to cultivate an ecosystem for users and user groups that enables them to explain the business process in detail to the IT organization, and those users should be trained to follow project management protocols
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN 1. Cheetah's law Swift decisions are often better than long, drawn-out analysis  This law supports the second CHAOS Success Factor of Executive Support.  Projects that have an active and responsive executive sponsor fare better than those left to hang alone without a champion
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN 3. Law of the roads It does not matter which road everyone comes from as long as they end up in the same place  Clarity and focus are essential to a successful project. This third CHAOS law supports the Success Factor of Clear Business Objectives
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN 4. Law of the Five Deadly Sins (1/2) The Five Deadly Sins are part of all project ecosystems, healthy and unhealthy  It is how you deal with each of these sins that will determine the success or failure of a project.  This fourth law of CHAOS supports the Emotional Maturity Success Factor
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN 4. Law of the Five Deadly Sins (1/2) Ambition  Trying to build something too fast with too many people and designed to be all things to all users. Arrogance  Ignoring expert advice from users or project team. Ignorance  Not knowing, and not caring to find out. Fraudulence  Lowballing (underestimate (a cost) deliberately) estimates to get project approval. Abstinence  Allowing key users or executives to abstain from crucial project activites.
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN 5. Law of the Long-Tailed Monster You will always build too much of what you don’t need and not enough of what you do need  50 percent of software features are not used or wasted, while other features are sorely missed
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN 6. Law of the Edible Elephant The only way to eat an elephant is one bite at a time  software should be built in small, iterative steps with small, focused teams  The sixth Law of CHAOS supports the Agile Process Success Factor.
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN 7. Law of the Mad Hatter Complexity causes confusion and cost  It takes an empathetic(*) organizational environment to understand the project management process in order for the team to simplify the project management practice  This law is supported by the Project Management Expertise Success Factor (*) with the ability to share another person's feelings or emotions as if they were their own.
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN 8. Law of the Empty Chair Your best person will leave at the worst possible time  Turnover is a fact of life  The best method to combat such an event is to keep the project cycles short with continuous deliverables  This law supports the Skilled Resources Success Factor
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN 9. Panda’s Law Inaction is the purest form of failure  This low supports the Execution Success Factor Why “Penda”? In our zoo workshops, the panda bear represents high risk and high reward. When participants are asked to focus on gain, the panda bear is always part of the solution. When participants are asked to focus on risk, the panda is always left out of the zoo. However, when they are asked to consider both risk and gain, the results are mixed. In real life few projects have true panda bears. But when they do come about, they need to be embraced and nurtured. Risk is part of every project, but unnecessary risk should be avoided. Panda’s Law states that inaction is the purest form of failure.
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN 10. Law of the Fools A fool with a tool is still a fool  This low supports the Execution Success Factor  Supports the Tools and Infrastructure Success Factor  Methods and tools are increasingly applied without the right experience and expertise
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN CHAOS 2009: Salient Findings  Cost overruns up from 47% in 2006 to 54% in 2009  Time overruns up from 72% in 2006 to 79% in 2009  Risk proportional to project size (quantitatively) • 61% of successful projects cost under $750,000 • Projects between $750,000 and $3 million have a 38% chance of success. • $10 million+ projects have only 2% chance of coming in on time and on budget.
    • | Titre de la présentationCercle de discussions 21-mai-2010 SUD | MIDI-PYRÉNÉES CHAOS Report Vincent DUMAIN In a nutshell…. • Emotional maturity is at last identified as a success factor! • Agile mindset & practices are certainly answers to mainy project issues. • Execution is promoted. • Learnt from the few past years  proved noxious to many project health: • Rigid financial project monitoring • Blind adherence to methodologies and use of tools • Large projets are more prone to fail than smaller ones. 24