BoIT

My experience in Project Rescue & Remediation has shown me that failing IT projects fail from the begining - starting with a poor Business Case (or similar) and then compounded by a poor Start Up/Initiation phase.

The following areas are "Defining Moments" for project and programme success:

• The Reason We are Here - Clearly reasoned, articulated and documented business benefits, outcomes and targets that are aligned to delivering business strategy. Why it is essential that we do this.
• How we will know we have succeeded - Clearly defined Criteria, Indicators and Measures to both move towards and achieve success.
• Our Commitment - Clear understanding of what it will take to deliver the stated outcomes and benefits. Stakeholder commitment to, and accountability for, the delivery of those outcomes and benefits.
• What happens if we fail - A robust understanding of the Risks, Consequences and the True cost of failure (eg "soft costs" such as reputation loss), because it's not just about the $$'s.
• Are we capable and competent - the right people, systems, support etc have been clearly identified and are available.

Getting these areas "right" is important as they enable us to derive the following three key principles to focus and direct our efforts:

• Start with the end in mind (Focus)
• Understand the project context (the bigger picture)
• Set the "line of sight" ("maintain the aim").

The concept of Perspectives is important throughout the project, but even more so when setting up the project.

Effective decision making is achieved by understanding the different perspctives that are in play during a project. Three of the most important perspectives are:

• the Business Perspective - How well do we understand the business? Is the business need and requirement defined sufficiently for the project (manager). Does the project have rapport with the business? How will business change be managed (pre & post implementation, cutover)? How does the business see/rate us (do they have confidence in IT)? Is the business capable / competent in project and change work?

• the People perspective - Are our project people capable, competent and committed? How do they learn and improve? What is the IT project history and the people perceptions? Do Boards, Sponsors, Committees, Suppliers etc really understand their roles and the expectations and demands the project will place on them?

• the Project Work Practices perspective - What are the current project behaviours and sociology? How is project uncertainty currently addressed? How are projects assessed & reviewed? How do we know what project practices are needed/effective/of value? How do we learn and then improve our project practices? How do we share and collaborate?