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MEASURING CIVIC JOURNALISM’S PROGRESS
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“What a waste of money” IT Project Failure and how to avoid it This white paper examines the reasons why IT projects fail. The results of several studies are presented, and the trends for failure rates examined. A number of reasons for project failure are considered, and recommendations are made as to how project failure may be avoided. It’s almost an unwritten rule that IT projects fail - or at least a significant number of them do! IT Projects do not need to fail, but it seems to have become an acceptable norm. The reasons why they fail have not changed much over the past 15 years, and neither have the rates of failure. Although there have been many attempts to propose simple guidelines, which, it has been argued, can change IT project success rates significantly, projects continue to fail. In the following sections we will consider what is meant by project failure, and then look at the results of studies that provide figures for IT project failure rates. We will examine the reasons why they fail, and consider ways to avoid project failure.
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MEASURING CIVIC JOURNALISM’S PROGRESS
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Jornada de Comunicación Siglo XXI
Critique 1:, EDET 780, May, 2010
Johnsoncritique1
Johnsoncritique1
Randi Johnson
my presentation on window livemeeting
Windows live meeting
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Maggie Swoopes
“What a waste of money” IT Project Failure and how to avoid it This white paper examines the reasons why IT projects fail. The results of several studies are presented, and the trends for failure rates examined. A number of reasons for project failure are considered, and recommendations are made as to how project failure may be avoided. It’s almost an unwritten rule that IT projects fail - or at least a significant number of them do! IT Projects do not need to fail, but it seems to have become an acceptable norm. The reasons why they fail have not changed much over the past 15 years, and neither have the rates of failure. Although there have been many attempts to propose simple guidelines, which, it has been argued, can change IT project success rates significantly, projects continue to fail. In the following sections we will consider what is meant by project failure, and then look at the results of studies that provide figures for IT project failure rates. We will examine the reasons why they fail, and consider ways to avoid project failure.
What a waste of money! Orange Paper
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Edward Gould
Most organisations don’t do project governance. Instead conversations like this are heard up and down the corridors of our businesses: “I don’t care what the report says. I don’t care you’re going to deliver late with less functionality. Because that’s not going to happen. You will be on time, and it will work. Now stop wasting time in my o ce and go make it happen.” 12 months later the project is canned after being £45m over budget, £165m spent and delivering zero benefi ts. The implementation partner is kicked out and the senior executives keep their jobs. No questions asked. Of course it’s not always as harsh and bullish as the last conversation. Equally harmful is the ‘nice’ conversation that still pays total disregard to project governance: “This project is pushed for time. The deadline is very tight. The team is a little smaller than ideal, so we’re going to have to work e ciently and hard. But if we can pull together we can deliver this.” The project delivers 35% late and the attrition rate of team members in the project is 25%. And there are 101 other examples - from a business case that doesn’t add up, to an incapable delivery team, or huge risks not mitigated or understood prior to project kick off . Up and down the country projects are not governed, billions are wasted and we’re all guilty of standing by and letting it happen. Those organisations that think they do governance - don’t. There’s a great quote by Warren Buff et which pinpoints what’s really happening. “In some mergers there are truly synergies – even though often times the acquirer pays too much for them – but at other times the cost and revenue bene ts that are projected prove illusionary. Of one thing, however, be certain. If a CEO is enthused about a particularly foolish acquisition, both his internal sta and his outside advisors will come up with whatever projections are needed to justify his stance. Only in fairy tales are emperors told that they are naked.” The APM advocate 11 facets of project governance, but Human Systems only 8. Totally Optimised Projects rack the number up to 26 whilst ITGovernance.co.uk scale it down to only 6 and the HM Treasury have one more at 7. This di erence in opinion only reverts us back to the title of our section - So what is governance?
Only in Fairy Tales are Emperors Told that they are Naked - Orange Paper
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Wayne Philpott knows more than a thing or two about successful project management. He has seen pretty much all there is to see during his 28 year long career at Hitachi Data Systems. As a manager in the Programme Management Office, Wayne is responsible for ensuring all project activity is delivered successfully, on-time, every time. When Wayne started at HDS almost three decades ago, the project management landscape was a very different industry from what it is today. “ In the beginning, project management as a discipline was solely defined by the individual project managers. We had to conceive and develop to ensure success for Hitachi Data Systems as an organisation and fundamentally for our customers.” Wayne continually looked for new ways to enhance project provision at HDS and developed initiatives ranging from the ordinary to the radical in his quest to ensure project success rates stood at 100 per cent, delivering on even the most demanding customer requirements. In 2001 he created the Programme Office within the company, an industry-leading move at the time. Wayne and his team worked tirelessly to develop the Programme Office, its staff and their capabilities including adding PRINCE2® as a basic requirement. Everything Wayne and Hitachi Data Systems have done has been focused on improving project success. So, what exactly does their project expert mean when he says… “In 28 years I’ve never seen a company like Acando.” Prior to Acando partnering with Hitachi Data Systems, the company worked with a range of suppliers to help them find the best project managers to work on the projects they deliver. “ WITH ACANDO, I HAVE ONE POINT OF CONTACT WHO CAN TALK AT BOARD LEVEL, REPRESENT LARGE PROGRAMMES PERFECTLY AND UNDERSTAND EXACTLY WHAT WE NEED. HE HAS MADE A HUGE DIFFERENCE.”
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Most organisations don’t do project governance. Instead conversations like this are heard up and down the corridors of our businesses: “I don’t care what the report says. I don’t care you’re going to deliver late with less functionality. Because that’s not going to happen. You will be on time, and it will work. Now stop wasting time in my o ce and go make it happen.” 12 months later the project is canned after being £45m over budget, £165m spent and delivering zero benefi ts. The implementation partner is kicked out and the senior executives keep their jobs. No questions asked. Of course it’s not always as harsh and bullish as the last conversation. Equally harmful is the ‘nice’ conversation that still pays total disregard to project governance: “This project is pushed for time. The deadline is very tight. The team is a little smaller than ideal, so we’re going to have to work e ciently and hard. But if we can pull together we can deliver this.” The project delivers 35% late and the attrition rate of team members in the project is 25%. And there are 101 other examples - from a business case that doesn’t add up, to an incapable delivery team, or huge risks not mitigated or understood prior to project kick off . Up and down the country projects are not governed, billions are wasted and we’re all guilty of standing by and letting it happen. Those organisations that think they do governance - don’t. There’s a great quote by Warren Buff et which pinpoints what’s really happening. “In some mergers there are truly synergies – even though often times the acquirer pays too much for them – but at other times the cost and revenue bene ts that are projected prove illusionary. Of one thing, however, be certain. If a CEO is enthused about a particularly foolish acquisition, both his internal sta and his outside advisors will come up with whatever projections are needed to justify his stance. Only in fairy tales are emperors told that they are naked.” The APM advocate 11 facets of project governance, but Human Systems only 8. Totally Optimised Projects rack the number up to 26 whilst ITGovernance.co.uk scale it down to only 6 and the HM Treasury have one more at 7. This di erence in opinion only reverts us back to the title of our section - So what is governance?
Only in Fairy Tales are Emperors Told that they are Naked - Orange Paper
Only in Fairy Tales are Emperors Told that they are Naked - Orange Paper
Edward Gould
Frank Talluto, funcionario de la Seccion de Medio Ambiente, Ciencia Tecnologia y Salud de la Embajada de Estados Unidos participó del V Foro de Derecho Ambiental organizado por la Universidad de Belgrano. Octubre 2013.
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That's not what I wanted, An Acando master class in business analysis.
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Edward Gould
An case study overview of PR work conducted for our client PSP.
PSP PR Case Study
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Edward Gould
Wayne Philpott knows more than a thing or two about successful project management. He has seen pretty much all there is to see during his 28 year long career at Hitachi Data Systems. As a manager in the Programme Management Office, Wayne is responsible for ensuring all project activity is delivered successfully, on-time, every time. When Wayne started at HDS almost three decades ago, the project management landscape was a very different industry from what it is today. “ In the beginning, project management as a discipline was solely defined by the individual project managers. We had to conceive and develop to ensure success for Hitachi Data Systems as an organisation and fundamentally for our customers.” Wayne continually looked for new ways to enhance project provision at HDS and developed initiatives ranging from the ordinary to the radical in his quest to ensure project success rates stood at 100 per cent, delivering on even the most demanding customer requirements. In 2001 he created the Programme Office within the company, an industry-leading move at the time. Wayne and his team worked tirelessly to develop the Programme Office, its staff and their capabilities including adding PRINCE2® as a basic requirement. Everything Wayne and Hitachi Data Systems have done has been focused on improving project success. So, what exactly does their project expert mean when he says… “In 28 years I’ve never seen a company like Acando.” Prior to Acando partnering with Hitachi Data Systems, the company worked with a range of suppliers to help them find the best project managers to work on the projects they deliver. “ WITH ACANDO, I HAVE ONE POINT OF CONTACT WHO CAN TALK AT BOARD LEVEL, REPRESENT LARGE PROGRAMMES PERFECTLY AND UNDERSTAND EXACTLY WHAT WE NEED. HE HAS MADE A HUGE DIFFERENCE.”
HITACHI DATA SYSTEMS ENHANCES PROJECT PROVISION Acando Case Study
HITACHI DATA SYSTEMS ENHANCES PROJECT PROVISION Acando Case Study
Edward Gould
Carswell Gould has been working with the marine and maritime industries for over 30 years. This presentation explores some key areas of experience and our approach.
20 years of CG and the Marine Industry
20 years of CG and the Marine Industry
Edward Gould
THE DRIVER FOR 2015 IS CREATIVITY - this presentation explores the subject and is backed by a feature on our website www.carswellgould.co.uk
Creativityv2
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Edward Gould
This research paper looks at what the key contributing factors to a successful project are and whether there are lessons we can learn from this to make our projects more successful. The research was in the form of a questionnaire sent out to over 43,000 people involved in delivering projects. There were 4,451 respondents and it is these responses that make up the material presented in this paper. There are two appendices to this paper which explain in some more detail The demographics of questionnaire respondents. Statistical significance testing and how it was applied to the questionnaire results. For those who are just interested in the survey results – one important piece of advice before we dive straight in. A survey is an inexact science to understand exactly what is contributing to project success. It can give trends rather than absolute definition and is comparative in its nature not absolute. This piece of research does not purport to have the answers to what creates a successful project. But it does highlight common factors amongst successful projects and trends that are exhibited more commonly across successful projects. Without any further ado – let’s dive straight in.
Project Success 'Orange Paper'
Project Success 'Orange Paper'
Edward Gould
Exploratory talk created for A Creative Industries group. FActs figures and stats around the Creative industries market , the social media state of play in 2013 and my take on the correct way to mix social media into business activities.
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Edward Gould
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Only in Fairy Tales are Emperors Told that they are Naked - Orange Paper
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Asuntos Hídricos El Trabajo del Departamento de Estado del Agua y el Saneami...
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That's not what I wanted, An Acando master class in business analysis.
That's not what I wanted, An Acando master class in business analysis.
PSP PR Case Study
PSP PR Case Study
HITACHI DATA SYSTEMS ENHANCES PROJECT PROVISION Acando Case Study
HITACHI DATA SYSTEMS ENHANCES PROJECT PROVISION Acando Case Study
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20 years of CG and the Marine Industry
Creativityv2
Creativityv2
Project Success 'Orange Paper'
Project Success 'Orange Paper'
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Social Media for The Creative Industries
Mix Agile with Prince 2 for rewarding results
Mix Agile with Prince 2 for rewarding results
Simon on Wheels presentation 1
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André Vieira Tavares
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Simão Viera Tavares
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http://simonwheels.tk
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We share everything
Heyoneofus Don’tbeaffraid It’sjust JA (GesùAbbandonato) Fatherishere Hewillexplain Paradise
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It’sthislittleplace Wereyouwon’tneed No
chair, what for? It´sthislittleplace Wereyou’llreceive 100 times more
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Whenyougo Youwillbecome A
star for us Whenyoubecome A shiningstar Youwillwatchoverus
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Nowyouknowyouwon’tbegone You’lljustgohome Andbe
a star A champion for theworld to see Thatoneofus Hasalreadymadeit
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We share everything,
We share everything, We share everything, We share everything…
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Whenyougo Youwillbecome A
star for us Whenyoubecome A shiningstar Youwillwatchoverus
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