2009 top ten obstacles to project success

© 2008 All rights reserved, MüTō Performance Corp

A Review of theTop 10 Obstacles to Project Success

and their mitigation strategies

PRESENTED BY:Lou GascoMüTō Performance [email protected] x3


Use of this presentation• This presentation is intended for use by Project Management, Program

Management, or Senior I.T. Leadership to understand the nature of the most common obstacles found by project managers on typical projects.

• The presentation typically takes from 60 - 90 minutes to complete with Q&A, and depending on audience participation.

• The content on this presentation is protected by copyright law. Any duplication of any part of this presentation requires the explicit authorization of MüTō Performance Corporation.

• Upon completion of this presentation the audience will have a clearer understanding that;

• they are not alone in the project obstacles, or issues that they encounter on their projects.

• they understand that the resolution to these issues lies in their capability to;• communicate clearly with team members• motivate their teams• hold their team mates accountable to tasks

• the earlier these skill-sets are improved the lower the impact of these risks. • The final slide shows a hint of the required skill sets.

• For a copy of this presentation, contact;• Lou Gasco• [email protected]• 212-842-0508 xt 3


data sources

• the 2009 MüTō Performance Corp. survey• Rank the Top 10 Obstacles to Project Success.

• answers from over 1,000+ project, program managers, and team leads globally• various blogs, and forums• class surveys• client assessments• 20+ years of professional program management

experience


survey review method

• we’ll review the “Top Ten” obstacles…• from #10 (least frequent) - #1 (most frequent)• each obstacle is defined• early detection symptoms• potential mitigation• global results

• we will be “P.C.” about it• we won’t rely on the Dilbert Principle• we WILL focus on reality


The Top 10 Countdown


#10. A Skill Set Challenged Team

ExplanationExplanationThe team is unable to support the project due

to a partial or complete lack of technical skill sets.

The team is unable to support the project due

to a partial or complete lack of technical skill sets.

SymptomsSymptoms

Code is completely redone from scratch. Delivery dates are constantly moved as “new information” becomes available. Teammates say, “I don’t know how to do this.”

Code is completely redone from scratch. Delivery dates are constantly moved as “new information” becomes available. Teammates say, “I don’t know how to do this.”

Potential MitigationPotential Mitigation

Open up communications; determine true skill sets at the start. Commit team to roles, and responsibilities Get teammates the resources to learn as necessary.

Open up communications; determine true skill sets at the start. Commit team to roles, and responsibilities Get teammates the resources to learn as necessary.

‘I know we are supposed to be finished tomorrow, but we had a question…

Did you say “Three” or “Tree”?’a supplier to the project manager when

construction was stalled due to a requirementsquestion.

‘I know we are supposed to be finished tomorrow, but we had a question…

Did you say “Three” or “Tree”?’a supplier to the project manager when

construction was stalled due to a requirementsquestion.

Stayed at #10 since 2008

Occurs in 34% of projects

Stayed at #10 since 2008



#9. A Disappearing Sponsor

ExplanationExplanation The sponsor cannot be reached. The sponsor cannot be reached.

SymptomsSymptoms

Critical decisions on the project are delayed, because the sponsor can’t be found. Sponsor says, “You go ahead and approve it, I’ll back it when the time comes.”

Critical decisions on the project are delayed, because the sponsor can’t be found. Sponsor says, “You go ahead and approve it, I’ll back it when the time comes.”


Establish clear accountability of roles and responsibilities w/ sponsors. If the above mitigation cannot be accomplished, create a plan that includes processes for working within an environment where the sponsor disappears.

Establish clear accountability of roles and responsibilities w/ sponsors. If the above mitigation cannot be accomplished, create a plan that includes processes for working within an environment where the sponsor disappears.

“I never actually gave you permission to go ahead with the project.”

The sponsor to the project manager, when askedto mediate a situation with another team.

“I never actually gave you permission to go ahead with the project.”

The sponsor to the project manager, when askedto mediate a situation with another team.

Dropped from #3 since 2008





#8. Invisible Requirements

ExplanationExplanationThe project has a ‘goal’,

but no finalized requirements.

The project has a ‘goal’,

but no finalized requirements.

SymptomsSymptoms “The team should know what is needed.” “Look, we wrote down what we need, what more do you want?”

“The team should know what is needed.” “Look, we wrote down what we need, what more do you want?”


Establish clear accountability of roles and responsibilities with beneficiaries. If the above mitigation cannot be accomplished, create a plan that includes a process for managing newly found requirements.

Establish clear accountability of roles and responsibilities with beneficiaries. If the above mitigation cannot be accomplished, create a plan that includes a process for managing newly found requirements.

“Well, if you are not going to be constructive

we’ll just have to replace you.”a sponsor to a project lead, when the lead

asked “What are we doing?”

“Well, if you are not going to be constructive

we’ll just have to replace you.”a sponsor to a project lead, when the lead

asked “What are we doing?”






#7. The Finance Challenge

ExplanationExplanationNot enough funding to complete the project

as desired.

Not enough funding to complete the project

as desired.

SymptomsSymptoms The sponsor says “We all have to do more with less.” No one is following up on the project’s budget/cost analysis.

The sponsor says “We all have to do more with less.” No one is following up on the project’s budget/cost analysis.


Establish clear communication of funding requirements, risks created, and their mitigation with the sponsors. If the above mitigation cannot be accomplished, create a plan that includes processes that support acceptance of task level expenditures.

Establish clear communication of funding requirements, risks created, and their mitigation with the sponsors. If the above mitigation cannot be accomplished, create a plan that includes processes that support acceptance of task level expenditures.

“Don’t worry about thebudget, we have no budget,

just do the project, we’ll figure it out after.”A Sponsor to the project manager afterbeing told, they had no budget code.

“Don’t worry about thebudget, we have no budget,

just do the project, we’ll figure it out after.”A Sponsor to the project manager afterbeing told, they had no budget code.






#6. Responsibility Unrelated to Authority

ExplanationExplanationProject manager (or team) lacks the authority

to uphold their responsibility.

Project manager (or team) lacks the authority

to uphold their responsibility.

SymptomsSymptoms

The PM is taking minutes while someone else manages the project meetings. Teammates constantly require approvals from their management to deliver on their responsibilities.

The PM is taking minutes while someone else manages the project meetings. Teammates constantly require approvals from their management to deliver on their responsibilities.


Open up communications through to management. Commit team (and their management) to Roles, and Responsibilities

Open up communications through to management. Commit team (and their management) to Roles, and Responsibilities

“You are only authorized to complete the project, for anything else,

you have to get written approval, but I’m not sure from who.”Clear instructions on the modus operandi? from

the sponsor to the project manager

“You are only authorized to complete the project, for anything else,

you have to get written approval, but I’m not sure from who.”Clear instructions on the modus operandi? from

the sponsor to the project manager

Up from #9 since 2008





#5. Tardy Delivery of Project Tasks

ExplanationExplanation Suppliers are not delivering their tasks on time.Suppliers are not delivering their tasks on time.

SymptomsSymptoms

Suppliers are saying “Yes, we’re on time, everything’s fine.” with no validation. A request for new information about the design in the midst of construction.

Suppliers are saying “Yes, we’re on time, everything’s fine.” with no validation. A request for new information about the design in the midst of construction.


Commitment to supplier delivery, roles, and responsibilities. Clear communication of delivery dates, times. Correct all supplier issues, before they affect timelines.

Commitment to supplier delivery, roles, and responsibilities. Clear communication of delivery dates, times. Correct all supplier issues, before they affect timelines.

“No problem, we can have it for you by when you want it, mostly

…I’m sure, give or take a few things, or a week, maybe.”a Supplier, guaranteeing delivery to the Project Manager

“No problem, we can have it for you by when you want it, mostly

…I’m sure, give or take a few things, or a week, maybe.”a Supplier, guaranteeing delivery to the Project Manager






#4. Minimal or Nonexistent Testing

ExplanationExplanationThe testing (Q&A) process is either nonexistent,

or reduced beyond any planned duration.

The testing (Q&A) process is either nonexistent,

or reduced beyond any planned duration.

SymptomsSymptoms Testing time is being shortened in order to make room for more development. There are excessive amounts of bugs in production.

Testing time is being shortened in order to make room for more development. There are excessive amounts of bugs in production.


Commitment to testing time. Clear communication of necessity of testing. Correct time consuming issues before they affect testing time.

Commitment to testing time. Clear communication of necessity of testing. Correct time consuming issues before they affect testing time.

“We just saved 22% of the budget by cutting out QA, entirely.

After all, we could test Monday morning in production!”a Project Manager to his Sponsor with a rationale

“We just saved 22% of the budget by cutting out QA, entirely.

After all, we could test Monday morning in production!”a Project Manager to his Sponsor with a rationale






#3. The Resource Challenge

ExplanationExplanationNot enough resources to complete

the project as desired.

Not enough resources to complete

the project as desired.

SymptomsSymptoms The sponsor says “We all have to do more with less.” The plan by design, requires everyone to work overtime, all the time, until completion.

The sponsor says “We all have to do more with less.” The plan by design, requires everyone to work overtime, all the time, until completion.


Establish clear communication of funding requirements, risks created, and their mitigation to sponsors. If the above mitigation cannot be accomplished, create a plan that approves task level resource commitments with sponsors.

Establish clear communication of funding requirements, risks created, and their mitigation to sponsors. If the above mitigation cannot be accomplished, create a plan that approves task level resource commitments with sponsors.

“If everybody stayed in the office,

worked around the clock, took no breaks, and stoppedeverything else we could finish the job by this Tuesday.”

A Project Manager to his sponsor whenasked to do more with less.

“If everybody stayed in the office,

worked around the clock, took no breaks, and stoppedeverything else we could finish the job by this Tuesday.”

A Project Manager to his sponsor whenasked to do more with less.






#2. Challenging Schedule

ExplanationExplanationThe date for delivery of the project’s solution

makes it difficult to deliver on time.

The date for delivery of the project’s solution

makes it difficult to deliver on time.

SymptomsSymptoms Date for delivery is set and the project is funded before any research/analysis work is completed. Team members are saying “We don’t have enough time to deliver.”

Date for delivery is set and the project is funded before any research/analysis work is completed. Team members are saying “We don’t have enough time to deliver.”


Open up communications with sponsors Commit the team to effective analysis. Befriend change management.

Open up communications with sponsors Commit the team to effective analysis. Befriend change management.

“The deadline for this project is Tuesday, January 11th, because we started on

November 1st, and that makes it all one’s.”a sponsor to the project team

“The deadline for this project is Tuesday, January 11th, because we started on

November 1st, and that makes it all one’s.”a sponsor to the project team






#1. Spontaneous Requirements

ExplanationExplanation Scope creep.Scope creep.

SymptomsSymptoms “We have a change control.” “Say…while we are doing that…why don’t we do this other thing too?”

“We have a change control.” “Say…while we are doing that…why don’t we do this other thing too?”


Establish clear communication of the project’s requirements and goals with the project team. If the above mitigation cannot be accomplished create a plan that incorporates a scope change ‘vetting session’ prior to change management.

Establish clear communication of the project’s requirements and goals with the project team. If the above mitigation cannot be accomplished create a plan that incorporates a scope change ‘vetting session’ prior to change management.

“Since we have the patient open, why don’t wealso remove the appendix, he’s not using it, is he?”

a surgeon who is no longer practicing.

“Since we have the patient open, why don’t wealso remove the appendix, he’s not using it, is he?”

a surgeon who is no longer practicing.

#1 since 2008


#1 since 2008



Results (Overall)

84%

78%

74%

61%

60%

60%

54%

50%

39%

34%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Scope creep

Not enough time

Not enough resources

Not enough testing

Team members lack authority

Project tasks are late

Not enough funding

Unseen requirements

Sponsor cannot be reached

Team lacks the skills necessary

Frequency of projects that experience this obstacle


Obstacles Ranked for North America, and Western Europe

0 1 2 3 4 5 6 7 8 9 10

Invisible requirements

Spontaneous requirements

A skill set challenged team

Delegated responsibility unrelated to authority

Challenging schedule

Minimal or non-existent testing

Tardy delivery of project tasks

The resource challenge

The finance challenge

A disappearing sponsor

Ob

stac

le

Frequency of Obstacle(10 is most frequent)

2009 Western European Ranking

2009 North American Ranking

North America and Western Europe


Between Outsourcers and Customers

0 2 4 6 8 10

Invisible requirements

Spontaneous requirements

A skill set challenged team

Delegated responsibility unrelated toauthority

Challenging schedule

Minimal or non-existent testing

Tardy delivery of project tasks

The resource challenge

The f inance challenge

A disappearing sponsor

Frequency of Obstacle(10 is most frequent)

Outsource Ranking2009Customer Ranking2009


Mitigation

• Process• Have them in place. (Change Management,

Life-Cycle Management, Project Methodologies etc.)

• Make sure they are understood.• Make sure they are accepted.• Make sure they are followed.

• Systems• Automate the processes.• Make sure they are LESS onerous, and do

not add complexity.


People

• Develop Communication• Do everything humanly possible to

communicate clearly.• Do nothing that blocks or confuses

communication.• Develop Motivation

HappyHappy, productive team-mate• Keep them happy (ask them how.)

SadSad, upset team-mate• Get them happy (ask them how.)

Apathetic, uncaring team-mate• Get them talking (get to know them.)

• Enforce Accountability• Have a plan “B”, for every agreement.

What’s your team’s temperature?

What’s your team’s temperature?

Have you enforced accountability?

Have you enforced accountability?

Who are you attempting to

communicate with, and how do they

perceive you?

Who are you attempting to

communicate with, and how do they

perceive you?


One final thought…

Success is not by chance.

2009 top ten obstacles to project success

Documents