The Patterns of Success and Failure for Project Management
Looking back on 2007, I find myself asking, which projects were successful? Which ones disappointed or failed, and why? I’d like to share with you the success and failure patterns we have identified in our own business in the hopes that this information will guide you to a successful New Year.
Failure patterns:
Poorly managed expectations: On quite a few occasions we have run into people who expect the software to perform magic. Once the software is implemented, they are discouraged by how much more there is to do. They underestimate the continuous investments, and scope change management it takes to develop the reporting, dashboards and integration their executive team expects. On the Tenrox side, our project managers have to do a much better job of describing the process, emphasizing (if not insisting on) a phased (instead of a big-bang) approach, and explaining the challenges of enterprise software implementations. In my book The Rise of the Project Workforce: Managing People and Projects in a Flat World, published by Wiley & Sons 2007, (read more at www.projectworkforcebook.com) entire chapters are dedicated to business case development, implementation challenges and user adoption. These chapters are a highly recommended read for anyone who is about to start an enterprise software selection and implementation project.
Poorly communicated initial requirements and/or scope change: This happens far too often and we all seem defenseless against it. Project stakeholders add new requirements, change their minds or discover new exceptions in the middle of project execution. Functionality that was a “nice to have” suddenly becomes a “must have” or a “we can’t live without it” requirement.
Blame somebody! Project team members (whether inside or outside the company) blame one another when things go wrong. However, in 95% of the cases we examined, the failures were a collective effort. There were mistakes, misunderstandings, lack of expertise, poor scope control, bad judgment, miscommunication, poor project management or a combination of the above by just about every internal and external project contributor. In addition, there’s also a lot of complaining going on, everyone interpreting or referencing contracts and written agreements just to try and shift the blame elsewhere.
Delays: There are a lot of activities preceding a project’s initiation. However, failed projects often experience extended periods of lull and inactivity after they start. Critical resources and attention are pulled away to resolve a crisis or for other more urgent matters. These delays often kill the project’s momentum, scope, and shifts priorities. Soon no one has the same initial drive and passion they once had to execute the project to its completion.
Success patterns:
Small teams: The project team is usually very small (no more than 5 people); small teams develop an incredible bond, become good friends and comrades throughout the duration of the project. They end up working very closely together, often above and beyond the call of duty. Such teams often seem happier and livelier than larger teams and obtain a higher level of satisfaction when the project goals are achieved. As I look back at my own career, there was a small team behind every spectacularly successful project; those were the projects I am the most proud of and spawn the memories that I cherish most.
Partnering with a zero blame policy: Successful teams have an almost implicit understanding among themselves that no one is to be blamed when something goes wrong. Our research shows this from execution to completion, successful projects face as many (if not more!) roadblocks as failed projects; it is how the team members come together as true partners, with a passion to fight the issues which makes all the difference between success and failure. The project contributors recognize that they are all part of one team. The relationship is not perceived to be “customer/supplier” but professionals working together as peers to achieve one common goal.
Experience: Enterprise software implementations can be very difficult if the customer lacks an understanding of the many challenges such a project will face. Battle-tested project champions are able to skillfully navigate the internal politics, user adoption, scope change, deployment and integration challenges.
Roll up your sleeves: Somewhat similar to the “small teams” pattern, successful project managers and teams do a lot and delegate very little. You never hear statements like “I assigned the work and it did not get done,” “I asked her to do it, and I don’t know what happened,” “I assumed it was done,” “It’s not my responsibility” … things just get done. Management hierarchy and delegation are not used as excuses in getting the job done.
Plain old telephone system: Poorly run projects have a lot of people sending emails; with some conversation threads going on for days with never-ending replies and forwards. Successful project teams just meet once or pick up the telephone and talk. Arguments end quickly and the team converges on a solution that is almost instantly implemented.
Management by milestones: Successful teams understand that enterprise software projects never really end. There is always another report, dashboard, enhancement or integration that is absolutely required. The only way to close an enterprise software project is to define milestones and celebrate the achievements, all the while defining new objectives to strive towards. Without recognizing and celebrating incremental successes, there will be no sense of achievement, and stakeholders will feel that the project is in a perpetual state of execution.
2007 has been a magnificent year for Tenrox and our customers. We completed a record number of successful customer projects. Our customers and project teams have learned how to avoid these patterns of failure and discovered how to emphasize, as well as, encourage these patterns of success.
We celebrate the coming of the New Year with all of you and wish you a happy and healthy 2008 filled with glory and distinction.
