corvelle drives concepts to completion it's 10 a.m.! do you know where your it projects are?...
TRANSCRIPT
![Page 1: Corvelle Drives Concepts to Completion It's 10 a.m.! Do you know where your IT projects are? Business Analyst World Edmonton, Alberta 6 October 2009 1](https://reader035.vdocuments.mx/reader035/viewer/2022070305/551420ee5503466d1a8b4856/html5/thumbnails/1.jpg)
Corvelle Drives Concepts to Completion
It's 10 a.m.! Do you knowwhere your IT projects are?
Business Analyst WorldEdmonton, Alberta
6 October 2009
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![Page 2: Corvelle Drives Concepts to Completion It's 10 a.m.! Do you know where your IT projects are? Business Analyst World Edmonton, Alberta 6 October 2009 1](https://reader035.vdocuments.mx/reader035/viewer/2022070305/551420ee5503466d1a8b4856/html5/thumbnails/2.jpg)
Corvelle Drives Concepts to Completion
PresentationObjectives
Address project success factorsin the Project Charter
Recognize common project factorsthat lead to success or failure
Build an understanding of corrective actions when a project failure factor looms
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Take away ideas that will help us positionour projects for greater success
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Corvelle Drives Concepts to Completion
Yogi SchulzBiography
Partner of Corvelle Consulting Information technology related management consulting Microsoft Canada columnist & CBC Radio host PPDM Association board member Industry presenter:
– Project World - 4 years– CIPS Informatics - 7 years– PMI - Information Systems SIG - 2 years– Convergence - 4 years– PPDM Association - several years
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Corvelle Drives Concepts to Completion
PresentationOutline
Introduction Objectives Analysis of project success
and failure factors Recommendations Discussion
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Corvelle Drives Concepts to Completion
Project Successand Failure Factors
1. Project Goal2. Project Sponsor3. Project Manager4. Project Benefits5. Project Plan &
Status6. Project Budget &
Status
7. Project Organization8. Project Resources 9. Project Steering
Committee10. Stakeholder
Communication11. Change Management12. Project Technology
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Corvelle Drives Concepts to Completion
Project Goal
• I've seen a crisp statement of the project goal
• I've heard a lot of debate about goals
• I’m not sure what the goal is
• Facilitate a discussion to build a clear statement of the project goal
• List a small number of objectives
• Have the project steering committee endorse the project goal
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Good
Bad
Ugly
Fix
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Corvelle Drives Concepts to Completion
Project Sponsor
• I know the senior executive by name
• The role is diffused among multiple individuals
• There is no project sponsor
• Appoint the manager that gains the most as project sponsor
• Provide orientation
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Good
Bad
Ugly
Fix
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Corvelle Drives Concepts to Completion
Project Manager
• A full-time project manager is in place
• Project manager has insufficient experience
• Project is being managed as a self-managed team
• Appoint an IT professional with a record of successful delivery as project manager
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Good
Bad
Ugly
Fix
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Corvelle Drives Concepts to Completion
Project Benefits
• I can articulate the benefits
• Perceptions about the reality of benefits vary
• No one is accountable for securing the benefits
• Ask the project team to list the benefits
• Quantify tangible benefits
• Link intangible benefits to key goals
• Cancel dubious projects
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Good
Bad
Ugly
Fix
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Corvelle Drives Concepts to Completion
Project Plan& Status
• I've seen the same summary Gantt chart showing plan and progress
• I've never been shown a Gantt chart
• What’s a Gantt chart?
• Insist the project team create a detailed project plan
• Use a credible software package to manage the project plan
• Insist on monthly progress reports
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Good
Bad
Ugly
Fix
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Corvelle Drives Concepts to Completion
Project Budget & Status
• I've seen the budget and see regular updates
• Budget and spending amounts change over time
• No budget has been established or approved
• Insist the project team create a budget
• Insist on monthly update reports
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Good
Bad
Ugly
Fix
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Corvelle Drives Concepts to Completion
Project Organization
• I've seen a reasonably clear organization chart
• I've seen more than one organization chart
• I’m not clear who is on the project team
• Create a project organization
• Define roles and responsibilities
• Fill vacancies
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Good
Bad
Ugly
Fix
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Corvelle Drives Concepts to Completion
Project Resources
• Most individuals on the project organization chart are full-time and are employees
• More individuals are part-time or contract staff than are full-time employees
• We’re using the virtual resource concept
• Staff the project team with mostly full-time individuals
• Contain the contractors• Minimize geographic
dispersion
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Good
Bad
Ugly
Fix
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Corvelle Drives Concepts to Completion
Project Steering Committee
• Key business areas are represented
• The committee doesn't exist
• Committee membership is unclear or meetings are sporadic
• Create a project steering committee
• Ensure executive membership
• Hold regular meetings
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Good
Bad
Ugly
Fix
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Corvelle Drives Concepts to Completion
Stakeholder Communication
• I’ve observed effective communication to stakeholders
• Communication to stakeholders is sporadic
• I’ve not observed communication to stakeholders
• Ramp up stakeholder communications
• Formally approve project deliverables
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Good
Bad
Ugly
Fix
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Corvelle Drives Concepts to Completion
Change Management
• The project team is introducing new business processes
• The project team is not introducing new business processes
• The project team doesn’t believe change management is required
• Recognize that every IT project introduces changes
• Insist that change management is in scope
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Good
Bad
Ugly
Fix
![Page 17: Corvelle Drives Concepts to Completion It's 10 a.m.! Do you know where your IT projects are? Business Analyst World Edmonton, Alberta 6 October 2009 1](https://reader035.vdocuments.mx/reader035/viewer/2022070305/551420ee5503466d1a8b4856/html5/thumbnails/17.jpg)
Corvelle Drives Concepts to Completion
Project Technology
• The project consistently uses a short list of technologies
• The project uses an extensive and changing list of technologies
• Technology buzzwords abound in discussions
• Select a set of technologies
• Pick technologies where the IT organization demonstrates experience
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Good
Bad
Ugly
Fix
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Corvelle Drives Concepts to Completion
Recommendations
Address project successfactors in theProject Charter
Recognize commonproject factors that leadto success or failure
Take corrective actionswhen a project failure factor looms
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Corvelle Drives Concepts to Completion
Project Evaluation Checklist
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Project Successor Failure FactorsProject Goal
Project Sponsor
Project Manager
Project Benefits
Project Plan & Status
Project Budget & Status
Project Organization
Project Resources
Project Steering Committee
Stakeholder Communication
Change Management
Project Technology
Good Bad Ugly
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Corvelle Drives Concepts to Completion
Questions &Discussion
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Can you help us improve
project delivery?Pleasefill out
evaluationform
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Corvelle Drives Concepts to Completion
It's 10 a.m.! Do you knowwhere your IT projects are?
Corvelle Consulting700, 205 - 5 Ave. S. W.Calgary, Alberta T2P 2V7Phone: (403) 249-5255E-mail: [email protected]: www.corvelle.com
Yogi SchulzPartner of Corvelle ConsultingInformation technology related
management consultingMicrosoft Canada columnist & CBC
Radio hostIndustry presenterPPDM Association board member
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Corvelle Drives Concepts to Completion
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Corvelle Drives Concepts to CompletionCorvelle Drives Concepts to Completion