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Where are your project saboteurs? webinar, 2 March 2020

Where are your project saboteurs? webinar
Monday 2 March 2020

presented by:
Dion Kotteman

The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/where-are-your-project-saboteurs-webinar/

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Where are your project saboteurs? webinar, 2 March 2020

  1. 1. PROJECT SABOTAGE © THE PHENOMENON OF DELIBERATELY UNDERMINING PROJECTS Dion Kotteman
  2. 2. AGENDA •Project management and the human factor •How to identify when a project is being manipulated •Taking the mindset of the saboteur •Counter sabotage? How to deal with it.
  3. 3. TWO VIEWS AT PROJECT MANAGEMENT •Technical •Human
  4. 4. PROJECT FAILURE: RESEARCH •Ernst & Young •6 out of 10 IT-projects fail completely or partially •Standish group : 28 % succeeds •Dispite many trainings on project management
  5. 5. IS THE DANGER COMING FROM WHERE YOU EXPECT IT?
  6. 6. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1994 1996 1998 2000 2004 2006 2009 2012 Standish project benchmark over the years Failed (%) Challenged (%) Succesful (%)
  7. 7. THE AXELOS REPORT Over three in ten of all IT projects in the country could fall short of expectations, according to a new Axelos report, The report states that 31 percent of UK IT projects failed
  8. 8. GOVERNMENT •The National Audit Office warned that a third of the government’s large projects, that should be completed over the next five years, are also bound to fail. • There are plenty of examples, including London’s Barbican Centre (estimated cost £8m, actual cost £187m), the Humber Bridge (£28m/£151m), the Jubilee Line extension (£2.1bn/£3.5bn) and the British Library (£74m/£511m).
  9. 9. THE CAUSES OF FAILURE • From projectmanagement audits • No, or incomplete requirements • No Scope or an instable scope • Bad communication • Inadequate resources • Bad planning • Inadequate Risk Control • Inadequate definition of the result • ……
  10. 10. PROJECT FAILURE EXISTS BUT THE REASONS? In every project people could benefit from undermining a project and work hard to do so. Until now no book had been written about the phenomenon of PROJECT SABOTAGE.
  11. 11. POSITIONS •Prof Kaptijn: what position do people take? •1% is corrupt •1% is honest •98% decides its position based on the situation
  12. 12. PROJECTMANAGEMENT TRAINING On the beaten track •BUT: NO SABOTAGE, little attention for the human factor
  13. 13. THE NUANCE • Sabotage is linked to resistance to change, we see management literature on this subject. • We only consider it to be sabotage if the project is DELIBERATELY being undermined. Resistance is often passive. • Incompetence does occur but we don’t call that sabotage. • I exagerate: here is the nuance: from small manipulation to more destructive, from small changes to stopping a project completely, it is SABOTAGE.
  14. 14. www.dionkotteman.com 14
  15. 15. COUNTER MEASURES • First: admit the existence of non-benivolent project participants. They exist. Project failure is not just incompetence. • And: change the governance of projects by adding this element to the existing tool box of project managers. It is not just structure that counts, it is also culture and behaviour.
  16. 16. MEASURES •Make an analysis, by using existing tools like a stakeholder analysis. •Define the motives for sabotage •Be ware: do not blow the wistle before careful analysis. •Watch out: do not inform the wrong persons!
  17. 17. IN SUMMARY …. •Project saboteurs do exist •Recognise them •Take your measures •Add these instruments to the existing PM tool kit

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