Back to the Future

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The document discusses common causes and modes of project failure based on examples from large IT projects. It identifies risks like unrealistic schedules, scope that is too broad, lack of user involvement, and loss of expertise over long timeframes. The document recommends dividing large projects into smaller units, having high-level program management, and using a common project management method throughout organizations to help avoid and detect failures earlier.

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Project Failure Modes: Lessons from the Field Roger Layton MD, NIRO Project Management (Pty) Ltd MD, Roger Layton Associates (Pty) Ltd

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Our business partner and insurance operations expert, Rob Berg, will show you how he helped a major insurance company reducing costs and cycle time using Trisotech Digital Enterprise Suite through process simulation. In this webinar, analysts, architects and other subject matter experts will learn how to: - Generate defensible data to make clear and objective decisions - Accurately model the way things are and the way you would like them to be - Apply real-life data to process models - Bring a static model to life by simulating the impact of process changes

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Your Challenge Infrastructure managers and change managers need to re-evaluate their change management process due to slow change turnaround time, too many unauthorized changes, too many incidents and outages because of poorly managed changes, or difficulty evaluating and prioritizing changes. IT system owners often resist change management because they see it as slow and bureaucratic. Infrastructure changes are often seen as “different” from application changes, and two (or more) processes may exist. Our Advice Critical Insight ITIL provides a usable framework for change management, but full process rigor is not appropriate for every change request. You need to design a process that is flexible enough to meet the demand for change, and strict enough to protect the live environment from change-related incidents. A mature change management process will minimize review and approval activity. Counterintuitively, with experience in implementing changes, risk levels decline to a point where most changes are “preapproved.” Impact and Result Create a unified change management process that reduces risk and takes a balanced approach toward deploying changes, while also maintaining throughput of innovation and enhancements. Categorize changes based on an industry-standard risk model with objective measures of impact and likelihood. Establish and empower a change manager and change advisory board with the authority to manage, approve, and prioritize changes. Establish easy-to-follow intake, assessment, and approval processes, and ensure that there is visibility into changes across the organization.

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Back to the Future

1. Project Failure Modes: Lessons from the Field Roger Layton MD, NIRO Project Management (Pty) Ltd MD, Roger Layton Associates (Pty) Ltd

10. Change Strategy Conservative Evolutionary If it ain’t broke, don’t fix it If it ain’t broke yet, then break it Do nothing… Risk of stagnation and extinction Lose competitive advantage Lose efficiency and effectiveness OR Sit back and watch competitors fail! Risk of high costs, not meeting deadlines and not receiving any benefits Being in a worse position than before with nothing to show Bad publicity and brand damage Legal actions We are in trouble if we do, and in trouble if we don’t Do ALL large IT projects have to endure the high risk of failure?

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