Its time again to gauge the obstacles to project success! Last year over 1,000 project managers from all over the world participated in a MüTō sponsored survey and answered a question we posed, "What obstacles stand in the way to project success?"
MüTō compiled the answers and identified ten frequent themes. We labeled these, the "Top Ten Obstacles to Project Success":
#10. A skill set challenged team
#9. Delegated responsibility unrelated to authority
#8. Challenging schedule
#7. Minimal or non-existent testing
#6. Tardy delivery of project tasks
#5. The resource challenge
#4. The finance challenge
#3. A disappearing sponsor
#2. Invisible requirements
#1. Spontaneous requirements
This year we thought we would take a different tack. Based on your experience, we would like you to rank the frequency of each of the "Top Ten Obstacles to Project Success." Click the link below to take our three minute on-line survey.
After April 1st we'll report the findings to you. We will invite you to join us in our ongoing discussions as we examine each obstacle separately. We'll be discussing the reality of how each obstacle manifests, talk about the early detection of their symptoms, as well as discuss potential mitigation.
The emails will be supported by a blog-spot for you to post your own impressions. The best thing about this is...ITS ALL FREE!
We appreciate your time, and look forward to your participation!
Just click on the following link at start your survey!
http://www.surveymonkey.com/s.aspx?sm=EivPdlXieQPtydoU8o2tjg_3d_3d
Wednesday, April 1, 2009
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2 comments:
It occurs to me that there is a deeper ideological question: How do we define 'project success'? I submit to all of you that it is possible to deliver a project early, under-budget, without scope changes, at the highest quality and yet the project can be considered a failure by some stakeholders. Even if all 10 obstacles to project success are avoided, it may not be 100% clear who is the definitive judge on success and failure.
I personally witnessed a project that was delivered early, under budget, without defect or unapproved scope tasks. One day, the CIO (also the sponsor)realized that this project didn't clearly map to the NEW corporate strategy and would be too complicated to maintain. It was abandoned just before it's scheduled release date. This was a lose-lose for everyone involved and that client has nothing to show for all the time and money spent.
A definiton of project success criteria is critical and it must map to the client's corporate strategy/roadmap or objectives. In the scenario above, if a clear corporate roadmap was detailed and compared to the project scope, this catastrophe could have been averted. Minor changes in certain requirements may have created a clearer alignment to upper management. I guess I would have to recommend an obstacle #11: 'success criteria is not aligned with corporate goals'.
Great observation Paradox!
Some definition...Stanford, and others have defined Project Success as meaning... "delivering the project's desired solution on-budget, on-time." (note, these folks have rated 80+% of projects as FAILING given these conditions.)
Obviously, these dynamics change during the life of a project. However, do they change from convenience? In other words...do the budget increase because of political pressures? Or because of insight into a NEW element that is required...justly?
In order to describe the elements involved in the Project's ACTUAL Success, we have to dispense with the notion that Success is in the eye of the beholder. Much like in a horse-race...there is winner...easily discernable. NOte: we are not talking about the best horse in the race...just the one that crossed the finish line.
Obviously...we would want the BEST HORSE/JOCKEY, who showed the BEST FORM, to have won the race. But it isn't so.
Project's have a definitive beginning, and a definitive end, otherwise, I would argue that you do not have a Project...you have a poorly planned operation.
Unfortunately...most projects fail at defining their 'end'. What is that then? An obstacle to project success? It cannot be...because we do not have a project if we have not defined its end.
We have a mess.
Lets review PMI's and PRINCE2's definitions of a Project. (the standards)
If the Project has the qualifications defined there in. Then we have a Project.
Whether the Success Criteria is aligned with Corporate Goals is not an obstacle to the Project's success in as much as it is a signal of POOR STRATEGIC MANAGEMENT.
However, this situation can CAUSE OBSTACLES TO OCCUR. (Very important...foot note this...very astute Paradox.)
There will be risks' introduced BECAUSE of this, NO DOUBT. The greatest will be the misalignment of the sponsor's participation. Sooner or later, guaranteed, the sponsor ot this project (which is misaligned) will drop out. [hence...the Disappearing Sponsor.]
The project COULD succeed...but the result of the Business Initiative it supports will have failed.
So, the PARADOX becomes, which is more important to the Project Manager...the Business Initiative, or the Project?
Comments?
:) Lou G
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