To Dream the Impossible Dream:To Dream the Impossible Dream:Managing Successful IT ProjectsManaging Successful IT Projects
Ken Wiens, KGW Consultants LtdMimi Hurt, MI2 Consulting Ltd
Portions courtesy of Qualitative Software Management and Fissure Corporation
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Overview Overview
Approach & Objectives of Session– Differentiate IS projects from other Project
Management disciplines– Highlight the challenges of IS project
Management– Illustrate why many IS projects fail– Discuss best-practices as observed from
successful IS projects
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AgendaAgenda
Are IS projects Unique?Planning and Managing issuesLessons learned from successful projectsImplementation-Specific Issues
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IS Failure StatisticsIS Failure Statistics
Standish’s 1995 CHAOS Report31% canceled before completion
$81billion “waste” predicted for 1995
53% exceed budget by 189%(KPMG report running over schedule biggest problem)$60 billion spent on projects which were significantly over time, over budget
Only 16% on time, on budget (worse in large companies)Those implemented have substantially less functionality than originally planned
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Challenges Inherent in IS ProjectsChallenges Inherent in IS Projects
Planning & EstimatingManaging: Tracking & ControllingConstruction: Completion & IntegrationImplementation:
Training & Change Mgt.
Test
SupportQA
MonitorControl
Train
EstimatePlan
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Planning:Planning: Risk Analysis Risk Analysis
P = PoliticalIs there political support for the system? Is there a champion?
E = EconomicCan we afford it?
T = TechnicalDo we have the technology? Do we understand the technology? Does it fit with
our existing systems / technology?
O = OrganizationalDoes it fit with our culture? Our strategies and objectives?
O = OperationalDoes it fit with the way we do things?
L = LegalAre there any legal or contractual implications we need to consider?
(E.g. unions, gov’t regulations)
S = ScheduleCan we do it in time? What are impacts of missed deadlines?
Identify your mental models for the following:
Size
Effort
Size
Schedule
Schedule
Quality
Schedule
Effort
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Planning & EstimatingPlanning & Estimating
“Estimation is concerned with the prediction of uncertainties. It is more dignified than fortune telling, though not always more accurate”
Bannatan
American Defense Contractor
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Planning & EstimatingPlanning & Estimating
American Defense Contractor– Which was the correct estimate?– What good is the estimate when it is so
heavily influenced by who performed the work?
– Is developer motivation a factor?– How can you manage a project budget if you
can be off by 100%?
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Planning & EstimatingPlanning & Estimating
Deciding What to doMeasuring CompletionEstimation - Lack of prior historyEstimation - Resource planning & $$Estimation - 4th power ruleEstimation - impact of new technologyProject Requirements
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Planning & EstimatingPlanning & Estimating
The Classic “Estimation pits” we fall into:– Not understanding the “Soft” dynamics of overtime– Not understanding the dynamics of quality and project
schedule– Not understanding the dynamics between size of
product, size of staff, and quality– Under estimating final product size and not adjusting
cost and schedule estimates after size growth has been realized
– Not taking uncertainty into account in the estimates
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0.0
2.0
4.0
6.0
8.0
10.0
12.0
% of Total Effort
Rqmts.
System Size
Requirements Effort
20 KLOC
30 KLOC
40 KLOC
50 KLOC
75 KLOC
125 KLOC
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5.0
10.0
15.0
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35.0
% of Total Effort
Hi Level Design Detailed Design
Design Effort
20 KLOC
30 KLOC
40 KLOC
50 KLOC
75 KLOC
125 KLOC
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
% of Total Effort
Coding
Coding Effort
20 KLOC
30 KLOC
40 KLOC
50 KLOC
75 KLOC
125 KLOC
0.0
5.0
10.0
15.0
20.0
25.0
% of Total Effort
Integration
Integration Effort
20 KLOC
30 KLOC
40 KLOC
50 KLOC
75 KLOC
125 KLOC
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2.0
4.0
6.0
8.0
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14.0
16.0
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20.0
% of Total Effort
Testing
Testing Effort
20 KLOC
30 KLOC
40 KLOC
50 KLOC
75 KLOC
125 KLOC
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
% of Total Effort
Document
Documentation Effort
20 KLOC
30 KLOC
40 KLOC
50 KLOC
75 KLOC
125 KLOC
0.0
1.0
2.0
3.0
4.0
5.0
6.0
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8.0
9.0
10.0
% of Total Effort
Management
Management Effort
20 KLOC
30 KLOC
40 KLOC
50 KLOC
75 KLOC
125 KLOC
ManagingManaging
Team BuildingSchedulingScope ManagementExpectation Management
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ManagingManaging
Motivation of IS ProfessionalsTop 8 motivators (vs. Hertzberg)
Possibility for GrowthResponsibility
SalarySupervision, technical
AdvancementAdvancement
ResponsibilityRecognition
Work itselfWork itself
RecognitionPossibility for Growth
AchievementAchievement
“Real People”Computer Professionals
#10 Salary22
Achieving SuccessAchieving Success
Planning Automated tools to assist in estimating
High degree of accuracy – focus on requirements, development, release and warranty. Implementation still not well defined
Tools for requirements definition becoming popular
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Achieving SuccessAchieving Success
• Managing – “Best Practices”• Make aggressive use of corporate IS
“roadblock” departments (architectural review teams, PMO, technical blueprint design, change management boards, etc.)
• Pay strict attention to process• Attack the slightest hint of small problems at
the earliest indication that they exist.
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Achieving SuccessAchieving Success
• Managing – “Best Practices”• Select an Appropriate Steering Committee
• Make sure members are true stakeholders - not appointees
• Members must be proactive, and empowered to make decisions
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Achieving SuccessAchieving Success
• Managing – “Best Practices”• Select an Appropriate Project Team
• Don’t just accept assigned resources• Select members based on appropriate skills,
commitment levels and credibility
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Achieving SuccessAchieving Success
• Managing – “Best Practices”• Build the team - make them better
Take the time up front to engage the full team and build relationships
– often done with team leads, often forgotten with team members
– especially important with geographically dispersed teams
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Achieving SuccessAchieving Success
• Managing – “Best Practices”• Recognize Project Management as a discipline
• Full time endeavour. • Knowledge of technical tools and programming
experience is of limited value in IS project management
• Requires IS and Management experience to be successful
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Achieving SuccessAchieving Success
• Managing – “Best Practices”• Communicate, Communicate, Communicate
• The project manager must be dedicated to this activity.
• The shot gun approach will not work. • Carefully define and communicate team members
project roles, responsibilities, expected behaviours and “team member” role
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Sender
Receiver
Message
CHANNEL
Communication Model
Achieving Success: Achieving Success: IS Project Risk FactorsIS Project Risk Factors• Lack of top mgt. commitment to the project• Failure to gain user commitment• Misunderstanding the requirements• Lack of adequate user involvement• Failure to manage end user expectations• Changing scope / objectives• Lack of req’d knowledge/skills in the
project personnel• Lack of frozen requirements• Introduction of new technology• Insufficient / inappropriate staffing• Conflict between user departments
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Achieving SuccessAchieving Success
• Addressing Organizational & Cultural Change Management
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Why Do People Resist Change?Why Do People Resist Change?
Social inertia (In)Ability to change Power Maybe the change is not
valuable…
How Do People Resist Change?How Do People Resist Change?
Public debate Benign neglect Resource diversions Inappropriate staffing Problem expansion Sabotage
How Do We Cope with Resistance to Change?How Do We Cope with Resistance to Change?
TrainingSelling of Idea
– Champions of innovation
Coercion (last resort?)
What Makes Training Effective?What Makes Training Effective?
Prior planning – Identify what needs to be learned, how will results be
evaluated
Most appropriate method given needs, e.g. instructor-led vs. self-study
Effective trainers– sympathetic, knowledgeable, high communication
skills, applied approach, organized approach
Other Training IssuesOther Training Issues
Determine user job requirements Determine specific training needs Evaluate training resources Develop training program
– retention of knowledge, e.g. between training and when use knowledge
Implement training program– Scheduling, location, timing and backfill issues
Evaluate training outcomes
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IS vs Non-IS Personnel as trainers…..IS vs Non-IS Personnel as trainers…..
Differences in personalities, motivations, backgrounds, education, use of language, objectives, priorities…..
Implications for Training???
Champions of ChangeChampions of ChangePersonality Characteristics Self Confident Persistent Energetic Risk prone
Leadership Bhvr Expresses captivating
vision Pursues
unconventional action plans
Develops others’ potential
Gives recognition
Career Experience
• Long tenure in org
• Middle mgt position
• Decision Making authority
• In-depth knowledge of industry
• Experience in many divisions & locations 39
Why do people do what they do?Why do people do what they do?
RelativeAdvantage
Compati-bility
Ease ofUse
Trial-ability
TangibleResults
CommunicationNetworks
PERSONALATTRIBUTES
• Age• Education• Experience• Beliefs/Values• Willingness to
take Risk
BEHAVIOR
SUBJECTIVENORM
ATTITUDE
BEHAVIORINTENTION
SuperiorsSubordi-
nates Peers Family Other...Friends
Image
Why do people do what they do?Why do people do what they do?
Voluntari-ness
BEHAVIOR
SUBJECTIVENORM
ATTITUDE
BEHAVIORINTENTION
Why do people do what they do?Why do people do what they do?
BEHAVIOR
SUBJECTIVENORM
ATTITUDE
BEHAVIORINTENTION
CommunicationNetworks
PERSONALATTRIBUTES
• Age• Education• Experience• Beliefs/Values• Willingness to
take Risk
SuperiorsSubordi-
nates Peers Family Other...Friends
RelativeAdvantage
Compati-bility
Ease ofUse
Trial-ability
ImageTangibleResults
Voluntari-ness
Achieving success in IS Projects Achieving success in IS Projects
Obstacles to success: Failure to establish metrics Inadequately resourcing implementation and
post-implementation stages Inadequately addressing resistance to change Ignoring management reporting requirements
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5 Areas Most Likely to Result in Budget Overruns5 Areas Most Likely to Result in Budget Overruns (in (in ERP Projects…)ERP Projects…)
$ Training$ Integration & Testing$ Data Conversion$ Data Analysis$ Getting Rid of Your Consultants
CIO Enterprise, Jan 15, 1998
Necessary Project Management Necessary Project Management Success FactorsSuccess Factors
VisionChampionEffective Change management Best Practices
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SummarySummary
Discussed differences between IS and Non-IS projects
Examined challenges in the areas of Planning and Managing IS projects
Looked at a few best practicesIntroduced some useful models IS projects are different than other types of
projects, but IS project management issues are the same…
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