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Project Retrospectives - Evaluating Project Success, Failure and Everything in Between(external PDF link)
IT Services Business Report – November 2006
One-third, or 33%, of users surveyed for the latest ChangeWave Alliance survey of corporate spending for software and IT security said their companies plan to spend more for software in 2007 than they did in 2006.
This upturn represents an improvement from the 30% who so indicated in July. Also, 15% said they will spend less, down 2 points from the 17% with the same answer in July.
The top three factors driving software purchasing decisions are as follows: 34% said existing software is getting outdated and must be replaced, 14% said new software capabilities are accelerating the replacement cycle, and 13% said a general improvement in business conditions and capital budgets allow more spending. The July findings were similar.
Of note is that 10% of users cited improved customer service, up from 6% in July 2006.
The top three types of software that companies intend to purchase in 2007 include security software at 43%, data storage and management at 27%, and database management at 20%. The July survey showed similar findings.
BUT IT SECURITY SPENDING DOWN
With regard to software security, a total of 47% said their IT software budgets would increase in 2007, compared with 54% in 2006. Breaking that percentage down, 33% said the budget would go up between 1% and 10%, 12% said between 11% and 25%, and only 2% said more than 25%.
The top three kinds of IT security software seeing the greatest increases in spending include anti-virus software at 43%, backup/recovery software at 41% and anti-spyware software at 36%.
Not surprisingly, users said that their top three spending priorities in terms of security software were anti-virus software at 33%, backup/recovery software at 31%, and enterprise/network security software at 25%. Findings were very similar in July.
About Project Management
Project Management is a process that usually is compromised of three basic areas:
Planning: This is 60% of the process. In this area, you determine the results desired, duration, and resources needed to achieve the desired outcome that benefits the business.
Organizing: In this area you define personnel roles and responsibilities, plus stakeholders.
Control: Here you validate and publish the expected outcome. Monitor actions initiated and results obtained. In addition, you will address problems encountered and publish action items with follow up target dates. It's important to share information with all affected and interested people and develop contingency plans to insure the project will achieve its desired result while in the control area.
Phases of a Project
Typically all projects go through five distinct phases.
- Concept: Here an idea, new product, or project is initiated. While in this phase, ask two key questions; should/can we technically do it and achieve the desired result?
- Definition: A plan with overview and reasons is developed, desired results outlined, tasks are divided by stake holders, roles for you and your team are agreed upon verbally, and are written. You also will develop a detailed project schedule, budget, and outline key assumptions and ensure you have consensus of your team.
- Start: A team is formed. Ensure all integrated functional areas are represented.
- Performance: The work is done and monitored with action items and target completion dates of specific tasks.
- Finish: There is a defined conclusion.
Common Challenges/Opportunities Encountered with Projects
- Politics: The reality of the Corporate World. Understand why and how it influences your project.
- Unrealistic deadlines: You want it when?! We all face this challenge, gauge timeline in light of success/quality of the project.
- Scope changes/creep: Convey schedule impact, cost, scope, and quality of outcome when the challenges arise.
- Failure to manage risk: Identify, quantify, and measure impact. Convey this to stakeholders.
- Insufficient team skills: Identify skills needed for "To Be" future state. Also, train!
- Customers and end users are not engaged: It's OUR project, we all win or we all fail.
- Vision and goals are not well defined: Clarify, help others visualize, and publish.
- Ineffective communication: Everyone is talking, but they don't communicate! Minutes plus action items and target completion dates help to keep all members focused.
- Training: Personnel should be certified in their new role. Engage qualified professional sources.
Common Pitfalls that Cause Project Failure
Remember, everyone wants to be successful, but everyone is not always successful. Look out for these common pitfalls in your next project.
- Top Management/Leadership is not committed to the success and outcome of the project.
- Not all key participants in the project are involved.
- Objectives that lack detail make it difficult to implement. Quantify where at all possible.
- Team roles are vague or nonexistent. Ensure all players know their script and expected contribution.
- Incomplete and inaccurate schedules make project deadlines unobtainable.
- Not identifying and sharing shared assumptions. Do not ASSUME everyone is on same page!
- Not documenting key information and disseminating.
- Not monitoring progress in a timely manner.
- Lack of team commitment.
- Not recognizing that the informal organization can be more powerful than formal organization.
Ten Tips for Project Success
- Be proactive. Lead, follow, or get out of way.
- Think root cause and corrective action. Use the five WHY approach to problem solving.
- Do not assume. That's for everyone else, ensure clarity, no guessing.
- View all members of the team as allies and enlist them.
- Respect all people and inputs. All people add value!
- Keep focused and think TOTAL picture or business outcome.
- Think DETAILS! Fuzzy objectives give fuzzy results.
- Recognize all contributors and their performance add value to the projects success.
- Say what you mean - do not have hidden agendas. If the ultimate mission is the project success, all involved succeed.
- Benchmark and establish metrics for "Best of Class" performance and establish a road map to the top.
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