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PMI Houston 2016
Conference & Expo
June 6-8, 2016
NRG Park
Starting Right, Ending Wrong!
Optimum Consultancy Services
PMI Houston Conference– June 2016
2
5100 Westheimer Rd., Suite ...
INTEGRATED PROJECT AND CHANGE
MANAGEMENT
Almost all projects start with the intent to add value to the organization either...
Known Facts…
• Most projects start with an intent to add value to the organization
either through process improvements or ...
Technical Project Success Factors (from Project
Management Standpoint)
• On time
• On budget
• Meeting technical requireme...
Technical Causes of Project Failure
• Inadequate or no project planning
• Resource constrains (budget, time, staff)
• Unde...
There are “People” and “Process” dimensions of projects!
Soft Project Success Factors (from Change
Management Standpoint*)
• Speed of adoption by impacted employees/stakeholders
•...
Soft Causes of Project Failure
• Discrepancies in the “What”
• Misalignment of project goals and objectives with organizat...
Continued - Soft Causes of Project Failure
• Human nature and judgment
• Human judgment is influenced by many factors such...
Continued - Soft Causes of Project Failure
• Wrong/inexistence metrics for project performance and benefits
• Measuring wr...
Proposed Solution:
Integrated Change and Project Management
Methodology
People Process Tools
Organization Level Change Man...
CONTACT US
(713) 505-0300 nyazhari@optimumppm.com
optimumppm.com 5100 Westheimer Rd. Suite 200
Houston, TX 77042
A
Need in...
Integrated Project and Change Management Practices
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Integrated Project and Change Management Practices

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This article summarizes the underlying factors of internal and external project failure and presents preventive or corrective actions to tackle the unavoidable nature of wrongness in today’s business settings.

The intent of this article is not to provide a widely-known list of project failure factors resulting from unmanaged schedule, budget, risks, and quality. It is however to identify hidden, underlying causes that are usually found in the arena of human nature.

Optimum Consultancy Services
www.optimumppm.com

Published in: Business
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Integrated Project and Change Management Practices

  1. 1. PMI Houston 2016 Conference & Expo June 6-8, 2016 NRG Park
  2. 2. Starting Right, Ending Wrong! Optimum Consultancy Services PMI Houston Conference– June 2016 2 5100 Westheimer Rd., Suite 200 Houston, TX www.optimumppm.com l (713) 505.0300
  3. 3. INTEGRATED PROJECT AND CHANGE MANAGEMENT Almost all projects start with the intent to add value to the organization either through process improvements or end-consumer products. But even when we start with all the right plans, there is a difficulty in maintaining those plans and achieving a true project success. What are the causes of project failure, beyond the technical project constrains, and to what extend can those be mitigated? This presentation summarizes the underlying factors of internal and external project failure and presents preventive or corrective actions to tackle the unavoidable nature of wrongness in today’s business settings. The intent of this presentation is not to provide a widely-known list of project failure and success factors resulting from unmanaged schedule, budget, risks, and scope. It is however to identify hidden, underlying causes that are usually found in the arena of human nature. Nooshin Yazhari Nooshin Yazhari, PMP Founder and President Optimum Consultancy Services
  4. 4. Known Facts… • Most projects start with an intent to add value to the organization either through process improvements or end-consumer products. • By definition, every project is a unique endeavor. This means that, strictly speaking, no one has done it before. • Projects fail to realize their full benefits, despite having a well developed and planned technical solution. A perfectly designed technical solution with low adoption and engagement by end users does not deliver value.
  5. 5. Technical Project Success Factors (from Project Management Standpoint) • On time • On budget • Meeting technical requirements • Achievement of results and outcomes
  6. 6. Technical Causes of Project Failure • Inadequate or no project planning • Resource constrains (budget, time, staff) • Underestimating complexity • Lack of quality planning, assurance and control • Lack of proper project Risk management • Lack of project change control (scope and timeline changes)
  7. 7. There are “People” and “Process” dimensions of projects!
  8. 8. Soft Project Success Factors (from Change Management Standpoint*) • Speed of adoption by impacted employees/stakeholders • Ultimate utilization by impacted employees/stakeholders • Achievement of results and outcomes * Extracted From Prosci® Methodology and Standards
  9. 9. Soft Causes of Project Failure • Discrepancies in the “What” • Misalignment of project goals and objectives with organizational strategy and priorities • Misalignment between executive leadership, mid-level/department-level management, and individual contributors’ understanding of vision, goals, and project objectives • Unjustified ROI and value added • Discrepancies in the “How“ • Not doing the “right” things “right” • Lack of resource planning and prioritization from a holistic view (portfolio management vs. project management) • Lack of competent project and change management resources • Undefined success criteria and the “right approach” to the project • Lack of defined and enforced governance and processes
  10. 10. Continued - Soft Causes of Project Failure • Human nature and judgment • Human judgment is influenced by many factors such as personal agendas and interests • People’s perception of the realities, understanding of the reality, cultural (obligations and aspirations) aspects, professional experience and most importantly, the capacity to remain objective with wisdom • Lack of executive sponsorship, proper organizational change management, and proper communications • Lack of top-down accountability/ownership (starting from higher executive/management levels) • Uninvolved or uninterested project sponsorship • Unmanaged stakeholders expectations
  11. 11. Continued - Soft Causes of Project Failure • Wrong/inexistence metrics for project performance and benefits • Measuring wrong KPIs/metrics such as peoples words and feelings • Lack of Benefits Management framework to capture and communicate project benefits (Managing Benefits training and certification is now offered in Houston) • Environmental factors changes • Regulatory changes • Market/economy changes • Not learning from our mistakes! • Uncaptured/ignored lessons learned
  12. 12. Proposed Solution: Integrated Change and Project Management Methodology People Process Tools Organization Level Change Management Inputs: Defined Change Technical Solution Outputs: Adoption Usage Results and Outcome Benefits Values Individual Level Change Mgmt. (Awareness, Desire, Knowledge, Ability, Reinforcement) Project Level Change Mgmt. Extracted From Prosci® Methodology and Standards
  13. 13. CONTACT US (713) 505-0300 nyazhari@optimumppm.com optimumppm.com 5100 Westheimer Rd. Suite 200 Houston, TX 77042 A Need information about our services and offerings, want to chat with us about your projects, or need experienced consultants to help assess and fulfil your business needs? Contact us to see how we can help!

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