Failing Projects

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Failing projects, chaos control

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Failing Projects

  1. 1. Failing ProjectsApril 2010<br />Daniel Newman<br />INTERNATIONAL PROJECT MANAGER<br />
  2. 2. Over1, 500<br />projects in Europe, per year*<br />* estimate<br />
  3. 3. Over100Government ITprojects<br />in the United Kingdom per year*<br />* spectrum.ieee.org<br />
  4. 4. 40% <br />FAIL to deliver*<br />* estimate<br />
  5. 5. Project Failureis RISING, especially within I.T.*<br />* Gartner, META, and the Standish Group International<br />
  6. 6. Project Failure is costing BILLIONS*<br />* Gartner, META, and the Standish Group International<br />
  7. 7. Project Failureis WORLDWIDE*<br />* Gartner, META, and the Standish Group International<br />
  8. 8. WHY?<br />
  9. 9. Answers<br />Failing projects<br />- what are they?<br />- when do they occur?<br />- avoidance? <br /><ul><li> tools & techniques
  10. 10. deploy countermeasures - case study</li></li></ul><li>what are they?<br /><ul><li>unrealistic timelines
  11. 11. limited resources and understanding
  12. 12. incredible internal and external pressures
  13. 13. poor organisational support
  14. 14. where termination is not an option
  15. 15. designated a doomed project by everyone</li></li></ul><li>Millennium Dome, <br />£80 Million over budget! <br />when do they occur?<br /><ul><li>during fast cash spending epochs (dot.com)
  16. 16. on new programmes, projects and initiatives
  17. 17. for favours ,"IBM CEO is my Godfather"
  18. 18. when ego is under threat
  19. 19. when good money is thrown after bad</li></li></ul><li>cost £650 million to build <br />and currently £650 million to run<br />The Dome<br />
  20. 20. Wrote off $526 million on new automated supply-chain management system<br />
  21. 21. 10 years and $7 billion obliterated in under 40 seconds. Ariane 5, destructs due to software error.<br />
  22. 22. Software errors cause $3.45 Billion credit over-payment.<br />
  23. 23. Blowout preventer technology aboard Deepwater Horizon fails to kick in. 210,000 gallons of oil pours into the sea - daily!<br />
  24. 24. Nothing<br />Is<br />Impossible<br />Failing projects,are impossible to deliver!<br />Or are they ? <br />
  25. 25. avoidance? <br /><ul><li>you can say no, but prepare to be fired!
  26. 26. negotiate creation of a project portfolio
  27. 27. keep your ear to the ground, go to meetings
  28. 28. be creative and proactive throughout
  29. 29. keep watch and react wisely</li></li></ul><li>tools & techniques? <br /><ul><li>strategic bunker*, see everything in 1 place
  30. 30. acquire project champion (CEO, no less)
  31. 31. stress management – client and You!
  32. 32. enforce quality with roles & responsibilities
  33. 33. distort time (focus intently avoid disasters)
  34. 34. collaborate with good tools - SharePoint!</li></ul>* CRITICAL<br />
  35. 35. deploy countermeasures?<br /><ul><li>assess, prioritise, and agree deliverables
  36. 36. identify all stakeholders, and dependencies
  37. 37. register all risks, issues, and changes
  38. 38. instill and promote transparency
  39. 39. communicate and motivate everyone
  40. 40. if all fails, call me!</li></ul>critical path<br />
  41. 41. I<br />PM<br />Case Study<br />Priorities<br />Audit (include Archives)<br />Content Management System<br />Portal Design<br />System Integration<br />Setup of all Environments<br />Communications<br />Re-Use<br />Status: Failing ProjectDescription:<br />Immoveable deadline<br />Lack of QA & design resources<br />No system integrator<br />No project methodology<br />Environment setup incomplete<br />Client scope growing exponentially<br />Poor supplier management<br />Last updated: 20 Days ago<br />Location: Eastern Europe<br />Project: Launch largest GSM portal<br />Duration:45 days<br />Team size: 27 – 35<br />Cost:4.7 million GBP<br />Chennai:<br />Status: Normal<br /><ul><li>QA team acquired
  42. 42. Java programmers landed</li></ul>Last updated: 5 Days ago<br />Zagreb:<br />Status: Critical<br /><ul><li> Engage taskforce
  43. 43. Deploy resuscitation measures</li></ul>Last updated: 2 Days ago<br />WARNING: Project suspended<br />Dependencies:<br />Content providers<br />IBM<br />Siemens<br />Motorola<br />Marcoms (internal)<br />Simulation<br />70 Scenarios<br />55 Counter measures<br />STRATEGIC BUNKER<br />RISK log:<br />If CMS not developed by us – then other projects impacted<br />Issues log:<br /><ul><li>Channels– 75%
  44. 44. Team development– 50%
  45. 45. Project motivation- 85%
  46. 46. Trust- 90%</li></ul>GSM Portal Project:<br />CURRENT Status:Stable<br /><ul><li> Full project authority acquired
  47. 47. All suppliers re-engaged
  48. 48. Client apology and payment
  49. 49. Project back on track</li></ul>Last updated: 1 Second ago<br />
  50. 50. Thank you<br />Information:<br />0033 6 46 61 47 32<br />newman@execs.com<br />
  51. 51. Clients include:<br />ABC News<br />Amadeus<br />GSK<br />HMV<br />IBM<br />Interactive1<br />J Sainsbury Plc <br />Knight Frank<br />LBNL <br />Mobilkom Austria– Vipnet<br />National Westminster Bank<br />PwC<br />The British Council<br />The European Society of Cardiology <br />Daniel Newman<br />INTERNATIONAL PROJECT MANAGER<br />

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