when bad things happen to good projects

25
September 23, 2003 September 23, 2003 Copyright © 2003 H. James Harrington and Tim Salaver, D Copyright © 2003 H. James Harrington and Tim Salaver, D ana Software, Inc. ana Software, Inc. 1 When Bad Things Happen When Bad Things Happen to Good Projects to Good Projects MTP4030 MTP4030 Tuesday, 2:45 p.m. Tuesday, 2:45 p.m. Tim Salaver Tim Salaver Dana Software, Inc. Dana Software, Inc.

Upload: tim-salaver-mba-pmp-cssmbb-csm

Post on 20-Aug-2015

22.833 views

Category:

Business


2 download

TRANSCRIPT

September 23, 2003September 23, 2003 Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 11

When Bad Things Happen When Bad Things Happen to Good Projectsto Good Projects

MTP4030MTP4030Tuesday, 2:45 p.m.Tuesday, 2:45 p.m.

Tim SalaverTim Salaver

Dana Software, Inc.Dana Software, Inc.

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 22

Project – One DefinitionProject – One Definition

Temporary endeavor Temporary endeavor undertaken to create a unique undertaken to create a unique product or serviceproduct or service

Project Management is the Project Management is the “application of knowledge, skills, “application of knowledge, skills, tools, and technology to project tools, and technology to project activities in order to meet or activities in order to meet or exceed stakeholders needs and exceed stakeholders needs and expectations from a project.”expectations from a project.”

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 33

Project – Another DefinitionProject – Another Definition

A never-ending cycle of stress, A never-ending cycle of stress, failure, mismanaged failure, mismanaged expectations that satisfies no expectations that satisfies no one and wastes time and one and wastes time and resources.resources.

Project Management – it can’t Project Management – it can’t be done!!! An oxymoron!!!be done!!! An oxymoron!!!

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 44

Project HappensProject Happens

The Standish Group International reports: The Standish Group International reports: ““Corporate America spends more than $275 Corporate America spends more than $275

billion/year on Application Software Development billion/year on Application Software Development Projects, many of which fail due to lack of skilled Projects, many of which fail due to lack of skilled project management.project management.

Only 26% of projects were successful (on-time/on-Only 26% of projects were successful (on-time/on-budget)budget)

26% of projects will cost 189% of their original 26% of projects will cost 189% of their original estimateestimate

40% of all IT projects fail or are canceled40% of all IT projects fail or are canceled $74 billion spent by US firms on cancelled projects $74 billion spent by US firms on cancelled projects

each yeareach year Over 60% of the projects do not produce the Over 60% of the projects do not produce the

projected R.O.I.projected R.O.I. Project Management sets the standard for poor Project Management sets the standard for poor

qualityquality

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 55

“…“…the average cycle time for IT the average cycle time for IT projects are 27 weeks. The ones projects are 27 weeks. The ones that are cancelled are cancelled that are cancelled are cancelled after 14 weeks; at that point in after 14 weeks; at that point in time they are 52% complete. time they are 52% complete. Many of the project teams know Many of the project teams know that the project is likely to fail 6 that the project is likely to fail 6 weeks before it is cancelled.”weeks before it is cancelled.”

Wall Street JournalWall Street Journal

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 66

““In a 4-year period an application In a 4-year period an application development organization of 100 development organization of 100 developers can expect to spend developers can expect to spend more than $10 million on more than $10 million on cancelled contracts.”cancelled contracts.”

The Gartner GroupThe Gartner Group

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 77

The Hubble BubbleThe Hubble Bubble

$1.5 million blunder which found in the first 6 $1.5 million blunder which found in the first 6 months of operation:months of operation:

Deformed mirrorDeformed mirror Two out of six memory banks failedTwo out of six memory banks failed Flopping solar-energy panelsFlopping solar-energy panels The velocity measurement system failedThe velocity measurement system failed Chemistry of celestial objects systems Chemistry of celestial objects systems

failedfailed Three gyroscopes failedThree gyroscopes failed Four tons of repair parts costing $100’s of Four tons of repair parts costing $100’s of

millions were sent into spacemillions were sent into space

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 88

Why Projects FailWhy Projects Fail

Failure to adhere to committed Failure to adhere to committed schedule caused byschedule caused by VariancesVariances ExceptionsExceptions Poor planningPoor planning DelaysDelays Scope CreepScope Creep

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 99

Why Projects FailWhy Projects Fail

Poor resource utilizationPoor resource utilization Proper skills not available when they are Proper skills not available when they are

needed on the projectneeded on the project The time of the individuals was not used The time of the individuals was not used

wiselywisely Unable to locate the right skills within Unable to locate the right skills within

the organizationthe organization The best people were not assigned to The best people were not assigned to

the most critical jobsthe most critical jobs Misalignment of skills and assignmentsMisalignment of skills and assignments

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 1010

Why Projects FailWhy Projects Fail

Project Portfolio not managed Project Portfolio not managed correctlycorrectly The wrong projects selectedThe wrong projects selected The wrong resources were The wrong resources were

assigned to the projectsassigned to the projects High risk projects were not High risk projects were not

identifiedidentified Poor control over Poor control over

interdependencies between interdependencies between projectsprojects

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 1111

Why Projects FailWhy Projects Fail

Loss of intellectual Loss of intellectual capital/knowledge capitalcapital/knowledge capital Lack of the means to transfer Lack of the means to transfer

knowledge from past projects to knowledge from past projects to future projectsfuture projects

People leave the organization or People leave the organization or are assigned to other activitiesare assigned to other activities

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 1212

Why Projects FailWhy Projects Fail

Change not accepted Change not accepted User community is unpreparedUser community is unprepared Resistance crops up in Resistance crops up in

undelivered tasks and unmet undelivered tasks and unmet milestonesmilestones

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 1313

What is a Good Project?What is a Good Project?

Aligned to the vision of the Aligned to the vision of the corporationcorporation

Project has clear objective to Project has clear objective to improve processesimprove processes

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 1414

Twelve Steps to Enterprise Twelve Steps to Enterprise AlignmentAlignment1.1. Determine VisionDetermine Vision2.2. Define MissionDefine Mission3.3. Develop StrategiesDevelop Strategies4.4. Set GoalsSet Goals5.5. Plan Business PortfolioPlan Business Portfolio6.6. Establish Policies and ProceduresEstablish Policies and Procedures7.7. Create Processes and ActivitiesCreate Processes and Activities8.8. Assign Resources and AssetsAssign Resources and Assets9.9. Build Products and ServicesBuild Products and Services10.10. Fulfill Customer NeedsFulfill Customer Needs11.11. Drive Operational ExcellenceDrive Operational Excellence12.12. Communicate ResultsCommunicate Results

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 1515

Project ManagementProject Management Body of Knowledge (PMBOK) Body of Knowledge (PMBOK) Integration ManagementIntegration Management Scope ManagementScope Management Time ManagementTime Management Cost ManagementCost Management Quality ManagementQuality Management Human Resource ManagementHuman Resource Management Communication ManagementCommunication Management Risk ManagementRisk Management Procurement ManagementProcurement Management

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 1616

The Missing PieceThe Missing Piece

Organizational Change Organizational Change Management (OCM)Management (OCM) The people side of the projectThe people side of the project Prepares the people affected by Prepares the people affected by

the project to accept and, when the project to accept and, when required, to become committed to required, to become committed to the change and often even look the change and often even look forward to it.forward to it.

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 1717

OCMOCM

Define the level of resistance to Define the level of resistance to change and prepare a plan to change and prepare a plan to offset resistanceoffset resistance

Define roles and responsibilitiesDefine roles and responsibilities Develop competenciesDevelop competencies Establish burning platformEstablish burning platform Transform the user communityTransform the user community

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 1818

S.T.A.R.S.S.T.A.R.S.

ScopeScope

TasksTasks

AcceptanceAcceptance

ResourcesResources

ScheduleSchedule

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 1919

Project CollaborationProject Collaboration On-demand On-demand

collaboration collaboration configurationconfiguration

Multi-source Multi-source encapsulation of encapsulation of business informationbusiness information

Instant and self-Instant and self-managed customer managed customer and partner portalsand partner portals

Inter and Intra Inter and Intra enterprise availabilityenterprise availability

Fully instrumented Fully instrumented collaborations with collaborations with built-in reportingbuilt-in reporting

Integration with Integration with enterprise enterprise communication communication systems and systems and applicationsapplications

Scalable to Fortune Scalable to Fortune 100 and global portal 100 and global portal levelslevels

Knowledge ManagerKnowledge Manager

Collaboration EngineCollaboration Engine

Central RepositoryCentral Repository

Co

nfi

gu

rato

rC

on

fig

ura

tor

Portal ManagerPortal Manager

Messaging ManagerMessaging Manager

An

alyz

erA

nal

yzer

Application & Doc I/FApplication & Doc I/F

Multi-media IntegrationMulti-media Integration

XML SOAP EAI API’s ODBC

Web Email Voice FAX Chat Wireless

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 2020

Project Resource CenterProject Resource Center

Hosted project environments

Dev Test StageUpgrade DR

Hosted project teams (hoteling concept)

Consultant PoolConsultant Pool

Project 1Project 1

Project 2Project 2

Project 3Project 3

Dedicated andShared

Resources

Instant deploymentInstant deployment No project disruption No project disruption

due to infrastructuredue to infrastructure Complete life-cycle Complete life-cycle

supportsupport Production migration Production migration

and disaster recoveryand disaster recovery

Customer and Customer and consultant resources consultant resources work in optimal work in optimal workspacesworkspaces

Project infrastructure Project infrastructure available on day-1 with available on day-1 with no delaysno delays

Collaboration Collaboration technology allows off-technology allows off-site developmentsite development

Consultants are Consultants are optimized across optimized across projectsprojects

Customer resources Customer resources optimize their time optimize their time working on projectworking on project

Engagement is monitored Engagement is monitored by key stakeholdersby key stakeholders

Full project financials are Full project financials are available on-lineavailable on-line

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 2121

Project Infrastructure HostingProject Infrastructure Hosting

Hosting Facility

Customer Premises (or their own co-lo)

Server grid accommodates multiple environments with the same infrastructure. Automation facilitates deployment and reconfiguration with minimal effort.

Production server is a “node” of the overall grid for ease of image management and overall software deployment.

Image factory holds all applications and system software. Specific server images are built by the factory.

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 2222

Demoand

Evaluation

Demoand

Evaluation

Configurationand

Development

Configurationand

Development

Testingand

Training

Testingand

Training

Conversionand

Staging

Conversionand

Staging

Productionand

Support

Productionand

Support

Software is hosted and available for

customer to try immediately for a

period of time

Target image is loaded and project

starts. No environment

delays of any kind.

Testing and training environments are created on the fly and available to

customer

Data conversion environments and final stage

environment are available

immediately

Final production

environment is created at

customer’s site with

copy/paste operation

resulting in no delays

Service Delivery Model Service Delivery Model New InstallNew Install

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 2323

Productionand

Support

Productionand

Support

DevelopmentandTest

DevelopmentandTest

DisasterRecoveryDisasterRecovery

UpgradeEvaluation &

Testing

UpgradeEvaluation &

Testing

Upgrade Conversion

&Staging

Upgrade Conversion

&Staging

Software is supported in

desired customer

environment

Dev/test environment is

hosted and can be easily changed

based on customer needs.

All customer images are

stored.

A DR environment can be made

available synchronized with

production environment

Vendor upgrades are made

available to customer via

evaluation environment

New environment is created to

stage migration to

new software version

Service Delivery Model Service Delivery Model Installed BaseInstalled Base

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 2424

““The best time to stop a project The best time to stop a project that you don’t know is going to be that you don’t know is going to be successful is when you start it.”successful is when you start it.”

John CarrowJohn Carrow

CIO, Unisys CorporationCIO, Unisys Corporation

September 23, 2003September 23, 2003Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc.Copyright © 2003 H. James Harrington and Tim Salaver, Dana Software, Inc. 2525

Contact InformationContact InformationTim Salaver Tim Salaver [email protected]@danasoftwareinc.comSVP, Chief Products Officer SVP, Chief Products Officer Dana Software, IncDana Software, Inc381 Stockton Ave381 Stockton AveSan Jose, CA 95126San Jose, CA 95126(408) 279-3838 Main(408) 279-3838 Main(408) 535-4337 Office (408) 535-4337 Office www.danasoftwareinc.comwww.danasoftwareinc.com

Dr. H. James HarringtonDr. H. James [email protected]@harrington-institute.com

CEOCEOHarrington InstituteHarrington Institute

16080 Camino del Cerro, #10016080 Camino del Cerro, #100Los Gatos, CA 95032Los Gatos, CA 95032

(408) 358-2476 (408) 358-2476 www.harrington-institute.comwww.harrington-institute.com