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Pulling the Plug Stephen Hedges   Laura Solomon Executive Director  Library Services Manager [email_address]   [email_addr...
SHAME
 
How do you recognize failure?
Failures? Or not?
Project Design <ul><li>Scope </li></ul><ul><li>Cost </li></ul><ul><li>Schedule </li></ul>
Project management triangle
<ul><li>“ The Rule of Stephen” </li></ul>+ 50%  = True cost
Looking at project planning in finer detail
 
<ul><li>WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY?...
<ul><li>Will it fit the mission? </li></ul>
Check your toolbox
 
<ul><li>(Already invented) </li></ul>
Can you  really  compete?
Check your timing
Budget—think ahead
Who’s with you?
Will you blame PR later?
What’s the ROI?
How to evaluate? <ul><li>All projects are not created equally </li></ul><ul><li>Harness your critics </li></ul><ul><li>Kno...
Causes of IT Failures
Missing pieces
Lack of user involvement
Lack of knowledgeable resources
Inappropriate tools and methods
Unrealistic expectations
Lack of executive support
Lack of planning
Poor quality control
Some other causes of IT failure: <ul><li>Poor project management </li></ul><ul><li>Poor communication among the parties </...
Check for &quot;failure&quot; behaviors
Failure behaviors include: <ul><li>Blocking </li></ul><ul><li>Feeding the trolls </li></ul><ul><li>Shooting down ideas </l...
What can we learn from sales people?
When is it time to  pull the plug ?
Only when… <ul><li>You’ve removed all misunderstandings, failure behaviors, and sloppy expectations </li></ul><ul><li>Afte...
Not every project can succeed
Be decisive
Don’t send mixed signals
Apply what you learned
 
 
STRETCH!
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Pulling The Plug

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How to manage project planning and evaluate projects, and how to pull the plug if it's not working.

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Pulling The Plug

  1. 1. Pulling the Plug Stephen Hedges Laura Solomon Executive Director Library Services Manager [email_address] [email_address] OPLIN http://www.oplin.org
  2. 2. SHAME
  3. 4. How do you recognize failure?
  4. 5. Failures? Or not?
  5. 6. Project Design <ul><li>Scope </li></ul><ul><li>Cost </li></ul><ul><li>Schedule </li></ul>
  6. 7. Project management triangle
  7. 8. <ul><li>“ The Rule of Stephen” </li></ul>+ 50% = True cost
  8. 9. Looking at project planning in finer detail
  9. 11. <ul><li>WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? </li></ul>
  10. 12. <ul><li>Will it fit the mission? </li></ul>
  11. 13. Check your toolbox
  12. 15. <ul><li>(Already invented) </li></ul>
  13. 16. Can you really compete?
  14. 17. Check your timing
  15. 18. Budget—think ahead
  16. 19. Who’s with you?
  17. 20. Will you blame PR later?
  18. 21. What’s the ROI?
  19. 22. How to evaluate? <ul><li>All projects are not created equally </li></ul><ul><li>Harness your critics </li></ul><ul><li>Know when to evaluate </li></ul><ul><li>Keep your team on the team </li></ul>
  20. 23. Causes of IT Failures
  21. 24. Missing pieces
  22. 25. Lack of user involvement
  23. 26. Lack of knowledgeable resources
  24. 27. Inappropriate tools and methods
  25. 28. Unrealistic expectations
  26. 29. Lack of executive support
  27. 30. Lack of planning
  28. 31. Poor quality control
  29. 32. Some other causes of IT failure: <ul><li>Poor project management </li></ul><ul><li>Poor communication among the parties </li></ul><ul><li>Poor processes for identifying and managing risks associated with the project </li></ul>
  30. 33. Check for &quot;failure&quot; behaviors
  31. 34. Failure behaviors include: <ul><li>Blocking </li></ul><ul><li>Feeding the trolls </li></ul><ul><li>Shooting down ideas </li></ul>
  32. 35. What can we learn from sales people?
  33. 36. When is it time to pull the plug ?
  34. 37. Only when… <ul><li>You’ve removed all misunderstandings, failure behaviors, and sloppy expectations </li></ul><ul><li>After objective evaluation of the quality of the project's output. No emotional/subjective evaluations! </li></ul><ul><li>If your objective criteria still indicate failure, pull the plug </li></ul>
  35. 38. Not every project can succeed
  36. 39. Be decisive
  37. 40. Don’t send mixed signals
  38. 41. Apply what you learned
  39. 44. STRETCH!

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