The myth of silver bullets
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Presentation led by Adrian Dooley, lead author of the Praxis Framework at the APM Conference 2015
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The myth of silver bullets
- 4. 1. McKinsey & Co and University of Oxford (2012) 2. Geneca (2010-2011) 3. KPMG New Zealand (2010) 4. The Guardian (2008) 75% of project participants lack confidence that their projects will succeed2 5. ISACA (2008) 6. US Gov’t accountability office 7. IBM (2008) 8. Dr. Dobbs Journal (2011) Study of gov’t projects reveals £2.5 billion in wasted efforts as a result of failed projects4 43% of organizations have suffered a recent project failure5 Only 40% of projects met schedule, budget and quality goals7 Survey figures collated by Calleam Consulting Ltd. (2015)
- 8. 1970’s Critical path analysis software will make all our projects succeed! 1980’s Earned value will make all our projects succeed 1990’s Methodologies will make all our projects succeed 2000’s PMOs will make all our projects succeed 2010’s Agile will make all our projects succeed 2010’s What’s the matter, don’t you believe me?
- 10. • User requirements not tracked or documented. More user involvement could have prevented late changes due to requirement misunderstandings • Lack of communication to the business Clear communications plans should be developed to ensure regular updates are provided to business stakeholders. • A reluctance by operational staff to co- operate with project team Stakeholders to be recognised earlier to ensure ‘business buy in’. Project Management Training Course Day 1 • Requirements management • Communication • Stakeholder management
- 11. National Offender Management Service (NOMS) • There was inadequate oversight by senior management. • NOMS did not put the appropriate resources and structures in place to deliver such a complex project. • Programme management was poor in key aspects, including planning, financial monitoring and change control. • NOMS significantly underestimated the technical complexity of the project. • NOMS underestimated the need to invest in business change alongside the IT system. • NOMS’ contractual arrangements with its key suppliers were weak and its supplier management poor.
- 15. “Several years ago a brief intervention was introduced in eight hospitals around the world in an effort to reduce medical errors* The intervention required surgeons and nurses to complete a one-page checklist of tasks before beginning a surgery, such as introducing themselves to one another and correctly timing the application of antiseptics * Social-Psychological Interventions in Education: They’re not magic. Yeager and Walton 2011 An evaluation of this simple intervention found that it reduced surgical complications by 36% and deaths by 47% Many people assumed that surgeons were already doing the set of practices included in the checklist”
- 16. The global weight-loss industry is expected to be worth £220bn by 2017 – BBC 3rd March 2015
- 19. Those who do not remember the past are condemned to repeat it – George Santayana Stupidity is doing the same old thing and expecting a different result – Albert Einstein?
- 21. Well ‘George’ - if today's people are so well trained in XXX, how do you explain the fact that project performance is not improving? “Trained in” is not the same as “doing” - and ‘doing’ is about evolution not revolution.