This document discusses successful project planning and delivery. It begins with an agenda that includes discussing project success reports and surveys, common project issues, key success factors, and possible solutions. It then reviews findings from the Standish Group's CHAOS reports and an IT project success survey that show declining success rates and expanded definitions of success beyond time and budget. Common issues identified include the "five deadly sins" of over ambition, prestige, ignorance, absence, and dishonesty. Key success factors discussed are the "10 laws of chaos" such as user involvement, executive support, clear objectives, and skilled resources. Possible solutions proposed are increased planning, adopting agile methods, using lean development principles, and continuously improving the project process.
RAID is a very powerful and most effective Project Management tool that you can create for your project. Good to create a RAID log at the start of each project so you can track anything impacting you now or in future.
Presentation given at the Kansas City Chapter of PMI several years ago. Examines and details 4 failed projects, their effects and how they were dealt with.
SymEx 2015 - Troubled Project Recovery, The Story of Firefighter & HeroPMI Indonesia Chapter
Have you ever been assigned to lead a project that was already in trouble?
Can troubled projects be recovered, or are they doomed to fail?
How do we know whether we can still rescue it or we just have to terminate it?
With little time to hone the perfect approach, project managers need to be able to identify and address the major causes of their troubled projects. Then, by understanding the causes, they can effectively deal with the issues, mitigate major risks and manage stakeholder expectations.
However, sometimes, the project is simply a 100% outright disaster. In this case, project managers should prepare themselves to come up with choices. They should be able to stand up and escalate to senior management/project owners to gain their decisions on whether to proceed.
Whether a troubled project ultimately succeeds or fails depends on the effectiveness of the actions taken to recover the project. Before these actions can be taken, however, project managers need to be able to recognize problems and prepare to take appropriate corrective measures. All of these actions need to be carried out with speed, accuracy and focus.
Through this presentation you will learn practical processes and techniques to assess the status of a project, to determine whether you can rescue the project through recovery plans, then finally to turn the project around.
RAID is a very powerful and most effective Project Management tool that you can create for your project. Good to create a RAID log at the start of each project so you can track anything impacting you now or in future.
Presentation given at the Kansas City Chapter of PMI several years ago. Examines and details 4 failed projects, their effects and how they were dealt with.
SymEx 2015 - Troubled Project Recovery, The Story of Firefighter & HeroPMI Indonesia Chapter
Have you ever been assigned to lead a project that was already in trouble?
Can troubled projects be recovered, or are they doomed to fail?
How do we know whether we can still rescue it or we just have to terminate it?
With little time to hone the perfect approach, project managers need to be able to identify and address the major causes of their troubled projects. Then, by understanding the causes, they can effectively deal with the issues, mitigate major risks and manage stakeholder expectations.
However, sometimes, the project is simply a 100% outright disaster. In this case, project managers should prepare themselves to come up with choices. They should be able to stand up and escalate to senior management/project owners to gain their decisions on whether to proceed.
Whether a troubled project ultimately succeeds or fails depends on the effectiveness of the actions taken to recover the project. Before these actions can be taken, however, project managers need to be able to recognize problems and prepare to take appropriate corrective measures. All of these actions need to be carried out with speed, accuracy and focus.
Through this presentation you will learn practical processes and techniques to assess the status of a project, to determine whether you can rescue the project through recovery plans, then finally to turn the project around.
Project Management Best Practices: Brock Boddie/General AssemblyGeneral Assembly
You've managed an interactive project or two before, but it could have gone better — want to find out where you might improve? This class is designed to give an overview of the best practices for project management. From developing a solid project foundation to improving communication and collaboration within your team, this class will provide a clearer idea of where you should focus your energy as a project manager.
Want to learn more? Join Front Row today and access on-demand videos, livestreams, and much more: http://bit.ly/1aqAivV
To provide a framework with which a project team can detail with great clarity the project to be undertaken and then ultimately evaluate their results.
This slide deck is compiled from different studies and learning from organizations like PMI, KPMG and Harvard Business review.
It will go through project budget, scope, schedule and also continuous improvement, learning and changes.
Good for finding also tools and methodologies to make successful, continuous improvement to your management and especially leadership.
Project Management Best Practices: Brock Boddie/General AssemblyGeneral Assembly
You've managed an interactive project or two before, but it could have gone better — want to find out where you might improve? This class is designed to give an overview of the best practices for project management. From developing a solid project foundation to improving communication and collaboration within your team, this class will provide a clearer idea of where you should focus your energy as a project manager.
Want to learn more? Join Front Row today and access on-demand videos, livestreams, and much more: http://bit.ly/1aqAivV
To provide a framework with which a project team can detail with great clarity the project to be undertaken and then ultimately evaluate their results.
This slide deck is compiled from different studies and learning from organizations like PMI, KPMG and Harvard Business review.
It will go through project budget, scope, schedule and also continuous improvement, learning and changes.
Good for finding also tools and methodologies to make successful, continuous improvement to your management and especially leadership.
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
Top 5 Pitfalls to Avoid Implemeting COSO 2013Aviva Spectrum™
Learn about the 5 pitfalls you should avoid when implementing COSO's 2013 framework. This presentation will provide you with background on what could go wrong for SOX testing and other pitfalls to be aware of.
10 reasons why projects fail or common mistakes to avoidMarianna Semenova
The goal of this presentation it to summarize practical experience and theoretical knowledge to outline 10 main reasons for the projects failure and common mistakes you can avoid on your projects to make them succeed. I hope you will find good tips and a valuable practical advice while reviewing it.
Twelve Risks to Enterprise Software Projects—And What to Do about ThemTechWell
Every large software project is unique—each with its own complex array of challenges. When projects get into trouble, however, they often exhibit similar patterns, and succumb to risks that could have been anticipated and prevented—or detected sooner and managed better. Common responses to the problems—blaming, deferring action, or outright denial—only make things worse. Payson Hall reviews a dozen patterns he has observed over and over again on troubled projects during his thirty-year career: trouble with subcontractors, challenges with project sponsors, friction within the team, perils of interfacing with adjacent systems, issues with data cleansing and conversion, and more. Payson shares the tools he uses to help identify the symptoms of common risks, reduce the likelihood of risks occurring, facilitate early detection of problems, and establish a foundation for helpful responses when problems arise. This session is designed for project managers, team leaders, project sponsors, and anyone responsible for building or rolling out large enterprise systems.
PMP - Project Initiation Template for ProfessionalsDaniel_Mccrea
WHAT
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A helpful guide for Project Management Professionals who are at the beginning of their projects in 'Project Initiation'.
FOR
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Written in plain English for use in the real world (not just for study). If you're a professional who's rusty on Initiation or have fallen into bad habits - this guide will remind you what questions to ask,...and why!
BY
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Daniel Mccrea a PRINCE2(R) and PMP(R) certified Project Manager specialising in online Software/ & Content Delivery.
Visit me here:
ie.linkedin.com/in/danielmccrea/
5. Sources for Project Success Report and
Survey
2009 CHAOS Report 2010 IT Project Success Survey
5
6. Standish Group’s Chaos Report
Successful: On-time, on-budget, and
with all features and functions as
defined in the initial scope.
Challenged: Late, over budget,
and/or with less features and
functions than defined in the initial
scope.
Failed: Cancelled prior to
completion, or delivered but never
used.
6
8. IT Project Success Survey
• Definition of Successful Projects
Time/Schedule: 54% prefer deliver on time according to the
schedule; 44% prefer deliver when the system is ready.
Financial: 35% prefer deliver within budget; 60% prefer to
provide good return on investment (ROI).
Functionality: 14% prefer to build the system to specification;
85% prefer to meet the actual need of stakeholders.
Quality: 40% prefer to deliver on time and on budget, 57% prefer
to deliver high-quality, easy-to-maintain systems.
8
9. IT Project Success Survey
• Different Project Methodology
Ad-hoc: No defined process
Iterative: Rational Unified
Process (RUP)
Agile: Scrum and Extreme
Programming (XP)
Traditional: Waterfall, Classical,
and Serial Processes
9
14. Project Management’s Five Deadly Sins
(Standish Group’s CHAOS Report)
1. Over Ambition: Project manager taking on too
much at once.
2. Prestige: Project manager having an over confident
attitude towards team members.
3. Ignorance: Poor understanding of project goals and
overall objective.
4. Absence: Key member or decision-maker are not
dedicating enough time.
5. Dishonesty: Concealing facts.
14
18. The 10 Laws of Chaos and Chaos Success
Factors
18
19. The 10 Laws of Chaos and Chaos Success
Factors
1. Law of the Two Faces
Successful projects include knowledgeable
business users with good communication skills.
User Involvement
19
20. The 10 Laws of Chaos and Chaos Success
Factors
2. Cheetah’s Law
Swift decisions are typically better than long,
drawn-out analysis.
Executive Support
20
21. The 10 Laws of Chaos and Chaos Success
Factors
3. Law of the Roads
Clarity and focus are essential to a successful
project.
Clear Business Objects
21
22. The 10 Laws of Chaos and Chaos Success
Factors
4. Law of the Five Deadly Sins
It’s how you deal with these sins that will
determine the success or failure of the project.
Emotional Maturity
22
23. The 10 Laws of Chaos and Chaos Success
Factors
5. Law of the Long-Tailed Monster
You will always build too much of what you
don’t need and not enough of what you need.
Optimization
23
24. The 10 Laws of Chaos and Chaos Success
Factors
6. Law of the Edible Elephant
Large projects should be broken into small,
iterative steps with small, focused teams.
Agile Process
24
25. The 10 Laws of Chaos and Chaos Success
Factors
7. Law of the Mad Hatter
Complexity causes confusion and costs.
Project Management Expertise
25
26. The 10 Laws of Chaos and Chaos Success
Factors
8. Law of the Empty Chair
Keep the project cycles short with continuous
deliverable.
Skilled Resources
26
27. The 10 Laws of Chaos and Chaos Success
Factors
9. Panda’s Law
Inaction is the purest form of failure.
Execution
27
28. The 10 Laws of Chaos and Chaos Success
Factors
10. Law of the Fools
It is not just having the right tools but the skill
to use them that make all the difference.
Tools and Infrastructure
28
30. Possible Solution: Spend Extra Effort on
Project Planning
30
• Create Project Goals – Identify all stakeholders and define project
objective.
• Create Project Deliverables – List of things the project needs to deliver.
• Create Project Schedule – List of tasks with duration and resource
associated to it.
• Create Supporting Plan – HR Plan, Communications Plan, Risk
Management Plan.
• Continuous Improvement – Continuously manage and update the
project plan.
31. Possible Solution: Agile
31
• Individuals and interactions
over processes and tools
• Working software over
comprehensive documentation
• Customer collaboration over
contract negotiation
• Responding to change over
following a plan
33. Conclusion
33
Choose the solution that best fits your project.
“Good project management is a process of
continuous improvement. It is a process of
making mistakes and learning from those
mistakes. It is a process of continuous study and
learning.”
