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PROJECTSKey Issues in Success/FailureISACA Wellington Chapter Sept 11, 2009,[object Object],Peter Salmon, C.A.,[object Object],Principal - Manning Charles & Associates Ltd.,[object Object]
Important Notice – please make sure you read ,[object Object],This notice applies to all materials and information available in this presentation.,[object Object],All information and materials are provided on an 'as is' basis and are not intended in any way to be comprehensive. ,[object Object],Any reader making use of this material does so at his/her own risk and readers are advised to take independent professional advice before acting on any information or materials found here. ,[object Object],Neither Peter Salmon nor Manning Charles & Associates Limited accepts any responsibility for, nor do they give any representations or warranties, express or implied, that any of the information and materials contained in this document and presentation are complete, accurate or free from errors or omissions.,[object Object],2,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  Peter M Salmon & Manning Charles & Associates Ltd,[object Object]
About this session,[object Object],We will consider:,[object Object],project success rates,[object Object],key issues associated with the success or failure of projects. ,[object Object],the impact of governance as a means of enhancing prospects of success. ,[object Object],in this regard the Initiation and Planning stages of the Project Lifecycle,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  Peter M Salmon & Manning Charles & Associates Ltd,[object Object],3,[object Object]
Nature of Projects,[object Object],A project is a temporary endeavor undertaken to create a unique product, service, or result ,[object Object],Source:- PMBOK,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  ,[object Object],Peter M Salmon & Manning Charles & Associates Ltd,[object Object],4,[object Object]
Project outcomes vary,[object Object],Success,[object Object],Failure,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  ,[object Object],Peter M Salmon & Manning Charles & Associates Ltd,[object Object],5,[object Object],Source :- Getty Images / Stu Forster,[object Object],Source:- Ian Mackley,[object Object],DominionPost,[object Object]
Success is rare?,[object Object],6,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  Peter M Salmon & Manning Charles & Associates Ltd,[object Object]
Or is it?,[object Object],7,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  ,[object Object],Peter M Salmon & Manning Charles & Associates Ltd,[object Object]
Some key defining factors,[object Object],Successful,[object Object],Strong, visible executive support,[object Object],Dedicated teams,[object Object],Alignment with vision,[object Object],Change impacts clear and known,[object Object],Accountability/Responsibility,[object Object],Change seen as an on-going process,[object Object],Metrics and incentives used to drive desired behaviours,[object Object],Undersell, over-deliver,[object Object],Everyone gets a win is the approach,[object Object],Unsuccessful,[object Object],Uncertain leadership,[object Object],Resource scarcity/competition,[object Object],Unclear goals, vision or strategy,[object Object],Opaque change impact,[object Object],No Accountability/Responsibility,[object Object],Change is episodic and event based,[object Object],Metrics and incentives non-aligned with desired behaviours,[object Object],Lots of “happy talk",[object Object],Clear winners and losers ,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  ,[object Object],Peter M Salmon & Manning Charles & Associates Ltd,[object Object],8,[object Object]
ISO 38500 Governance Model,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  ,[object Object],Peter M Salmon & Manning Charles & Associates Ltd,[object Object],9,[object Object],Source:ISO38500 Standard,[object Object]
Principles,[object Object],Responsibility,[object Object],Strategy,[object Object],Acquisition,[object Object],Performance,[object Object],Conformance,[object Object],Human Behavior,[object Object],10,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  ,[object Object],Peter M Salmon & Manning Charles & Associates Ltd,[object Object]
Principles - defined,[object Object],Principle 1: Responsibility,[object Object],Individuals and groups within the organization understand and accept their responsibilities in respect of both supply of, and demand for IT. Those with responsibility for actions also have the authority to perform those actions.,[object Object],Principle 2: Strategy,[object Object],The organization’s business strategy takes into account the current and future capabilities of IT; the strategic plans for IT satisfy the current and ongoing needs of the organization’s business strategy.,[object Object],Principle 3: Acquisition,[object Object],IT acquisitions are made for valid reasons, on the basis of appropriate and ongoing analysis, with clear and transparent decision making. There is appropriate balance between benefits, opportunities, costs, and risks, in both the short term and the long term.,[object Object],11,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  Peter M Salmon & Manning Charles & Associates Ltd,[object Object]
Principles defined,[object Object],Principle 4: Performance,[object Object],IT is fit for purpose in supporting the organization, providing the services, levels of service and service quality required to meet current and future business requirements.,[object Object],Principle 5: Conformance,[object Object],IT complies with all mandatory legislation and regulations. Policies and practices are clearly defined, implemented and enforced.,[object Object],Principle 6: Human Behaviour,[object Object],IT policies, practices and decisions demonstrate respect for Human Behaviour, including the current and evolving needs of all the ‘people in the process’.,[object Object],12,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  Peter M Salmon & Manning Charles & Associates Ltd,[object Object]
Six Principles mapped to key project factors,[object Object],13,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  Peter M Salmon & Manning Charles & Associates Ltd,[object Object]
Impact of governance,[object Object],14,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  Peter M Salmon & Manning Charles & Associates Ltd,[object Object],Source:Sauer, Gemino and Reich,[object Object]
Impact of governance,[object Object],15,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  Peter M Salmon & Manning Charles & Associates Ltd,[object Object],Source:Sauer, Gemino and Reich,[object Object]
Project Initiation + Planning - Common Issues,[object Object],16,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  ,[object Object],Peter M Salmon & Manning Charles & Associates Ltd,[object Object]
Project Initiation + Planning - Common Issues,[object Object],17,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  ,[object Object],Peter M Salmon & Manning Charles & Associates Ltd,[object Object]
OK, but what do we do?,[object Object],Implement a framework which,[object Object],Evaluates needs on an ongoing basis,[object Object],Ensures IT meets business objectives,[object Object],Monitors outcomes and adherence to policy, law etc,[object Object],Intent being to:-,[object Object],Reduce risk,[object Object],Ensure the informed use and deployment of IT,[object Object],Provide the information to enable objective evaluation of IT within the entity,[object Object],18,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  Peter M Salmon & Manning Charles & Associates Ltd,[object Object]
Key elements,[object Object],Leadership,[object Object],Entity,[object Object],Sponsor,[object Object],Project,[object Object],Common values, e.g.,[object Object],Integrity,[object Object],Openness,[object Object],Communication,[object Object],Resourcing,[object Object],People,[object Object],Training,[object Object],Time,[object Object],19,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  Peter M Salmon & Manning Charles & Associates Ltd,[object Object]
Desired outcome,[object Object],20,[object Object],Projects – Key Issues in Success/Failure ©  September 2009  Peter M Salmon & Manning Charles & Associates Ltd,[object Object],Source: Ian Mackley/,[object Object],Dominion Post,[object Object]

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Project Success/Failure

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Notas do Editor

  1. Peter Salmon - the principal of Manning Charles & Associates Ltd. A senior executive with strong operational management experience, Peter’s past experience includes leading the Systems Integration practice for a major vendor in the South Pacific as well heading the Project Quality Office for the same company in the region.
  2. Insert the Project Lifecycle diagram
  3. Man on Moon, RWC bid, relate purchase of vegetables and why it is a project and how we all do projects regularly, structures, plan shopping list and comply with the governance model, illustrate how everyday tasks can fit the model and causes of success failureUse another definition from PMBOKKeywords in the definition are: temporary & unique outcome.* Temporary – It has definite beginning and end time. * Unique Product, Services or Results – One other important inherent characteristic of Projects is progressive elaboration. Progressive elaboration means developing in steps, and continuing by increments.
  4. People/leadership, thin line, resource, , unfortunately it would appear that in the IT world failure is more common than successGartner studies suggest that 75% of all US IT projects are considered to be failures by those responsible for initiating them. Standish Group 2009 report, US based, found that 31% of projects were cancelled outright and that the performance of 53% of the all projects was so worrying that they were challenged.Some questions that need to be answered in assessing whether a project is fundamentally a success or failure?Has the project satisfied the business requirements of the primary stakeholders?Were the deliverables produced on time and within budget (or as amended by agreed change control)?Do the business owners perceive the project to be successful?Has the project delivered the business value promised in the original case for doing it
  5. Increasingly controversial Chaos Report
  6. Sauer gives a completely different picture. Sauer used input from UK based PMs, Standish draws on US based executive perceptionsNevertheless it is not a pretty picture and why is it still happening
  7. Amongst other matters these are some of the factors that impact on success or failureTo my mind the success factors tend to suggest that governance has an impactPoor suucees rate, need for an effective framework
  8. The need for an overall frameworkThe foregoing fits within the ISO 38500 model.There is a need/pressureProjects along with operations fit within process, the whole requiring Principle 1: ResponsibilityIndividuals and groups within the organization understand and accept theirresponsibilities in respect of both supply of, and demand for IT. Those withresponsibility for actions also have the authority to perform those actions.Principle 2: StrategyThe organization’s business strategy takes into account the current and futurecapabilities of IT; the strategic plans for IT satisfy the current and ongoingneeds of the organization’s business strategy.Principle 3: AcquisitionIT acquisitions are made for valid reasons, on the basis of appropriate andongoing analysis, with clear and transparent decision making. There isappropriate balance between benefits, opportunities, costs, and risks, in boththe short term and the long term.Principle 4: PerformanceIT is fit for purpose in supporting the organization, providing the services, levelsof service and service quality required to meet current and future businessrequirements.Principle 5: ConformanceIT complies with all mandatory legislation and regulations. Policies andpractices are clearly defined, implemented and enforced.Principle 6: Human BehaviourIT policies, practices and decisions demonstrate respect for Human Behaviour,including the current and evolving needs of all the ‘people in the process’.Evaluate Direct MonitorNo framework perfect, but my experience suggests that it is likely to assist project/programme success and thus business success
  9. The 6 principles are clear and when we look briefly at them we begin to see how when applied they will impact the probability of success , especially in the Planning & Initiation phases.
  10. Underlying theme of values, people capability and experise in each of the principlesNot based on legal presciprion or one area, but all embracing
  11. Demonstrates how the framework can be used to provide guidance and how it fits.Perhaps not perfect mapping Can map principles mapped against key factors noted earlierAbsence of such structure will increase likelihood of failure Sauer re leadership increases risk and probablity of failureSauer re lack of alignment
  12. Research supports observations I have made over many years.
  13. Finally let us turn to the Initiation and planning stagesThese common issues reflect situation arising when Governance is not present for one reason or anotherWhen we look at the Initiation and Planning Stages what do we seeScope leads to changesPM changesSo how will apply a governance framework assistEvidence Sauer + ????Val IT
  14. Finally let us turn to the Initiation and planning stagesThese common issues reflect situation arising when Governance is not present for one reason or anotherWhen we look at the Initiation and Planning Stages what do we seeScope leads to changesPM changesSo how will apply a governance framework assistEvidence Sauer + ????Val IT