Article: When One Assumes

* Critical Requirements Unspecified or Missing is ranked fourth as a cause of project failure globally according to the 2010 Global Survey, Top 10 Obstacles to Project Success.  This article is meant as a precursor to more in depth information regarding the; causes, impacts, early detection, and mitigation of this complex and often misdiagnosed project obstacle.

So Little Time, So Much To Do!

Insufficient Time to Complete the Project is ranked third as a cause of project failure globally according to the 2010 Global Survey, Top 10 Obstacles to Project Success.  This article is meant as a precursor to more in depth information regarding the; causes, impacts, early detection, and mitigation of this complex and often misdiagnosed project obstacle. To read the full article, go to http://www.mutoperformancecorp.com/2010SurveyResults.htm

Did We Get Let Go of the People We Need?

Resources are Inadequate (excluding funding) is ranked second as a cause of project failure globally according to the 2010 Global Survey, Top 10 Obstacles to Project Success. This article is meant as a high level overview of this complex and often misdiagnosed project obstacle.


To read the full article go to http://www.mutoperformancecorp.com/2010SurveyResults.htm

We welcome your comments. Join our blog!

Article: What is Scope Creep?

Changes in Project Scope (Scope Creep) is the current leading cause of project failure globally according to the 2010 Global Survey, Top 10 Obstacles to Project Success. This article is meant as a high level overview of this complex and often misdiagnosed project obstacle.

To read the full article go to http://www.mutoperformancecorp.com/2010SurveyResults.htm

We welcome your comments. Join our blog at http://top10obstacles.blogspot.com/

2010 RESULTS OF THE TOP 10 OBSTACLES TO PROJECT SUCCESS

As promised here are the results of our survey on the Top 10 Obstacles to Project Success in 2010. More than 1,700 respondents took the survey and represented 22 industries, 26 countries and 47 types of projects. Here are the global rankings;


1. Changes to Project Scope (scope creep) [Third year in a row!]
2. Resources are inadequate (excluding funding)
3. Insufficient time to complete the project
4. Critical requirements are unspecified or missing [Up four from last year!]
5. Inadequate project testing
6. Critical project tasks are delivered late
7. Key team members lack adequate authority
8. The Project Sponsor is unavailable to approve strategic decisions
9. Insufficient project funding [Down two from last year!]
10. Key team members lack critical skills

Read the first article on our findings here;

http://www.mutoperformancecorp.com/2010SurveyResults.htm

Individual obstacles, trends in ranking, regional and industry based differences are just a few of the subjects we will cover in future articles.

Feel free to comment!

Thanks!

The MüTō Team

2010 TOP 10 Obstacles to Project Sucess Survey Now Open!

It’s time for MüTō’s annual survey on the Top 10 Obstacles to Project Success!


Every year we invite project management professionals across all industries to help us understand what obstacles lead to their greatest project challenges during the past year.

Over 68% of projects worldwide are impacted by one of the top 10 obstacles. More than one typically occurs on every project!

In 2009 the Top 10 Obstacles ranked in the following order:

1. Changes to project scope (scope creep)
2. Insufficient time to complete the project
3. Resources are inadequate (excluding funding)
4. Inadequate project testing
5. Key team members lack adequate authority
6. Critical project tasks are delivered late
7. Insufficient project funding
8. Critical requirements are unspecified or missing
9. Project sponsor is unavailable to approve strategic decisions
10. Key team members lack critical skills

We invite you to take our brief survey and let us know what challenges you encountered on your projects in 2010.

Go to http://www.surveymonkey.com/s/obstacles2010 to take the quick survey!

Thank you for your time and support,

The MüTō Team

The Top 10 Obstacles to Project Success: 2009 Results of the Top 10 Obstacles to Project Success

The Top 10 Obstacles to Project Success: 2009 Results of the Top 10 Obstacles to Project Success

So Little Time, So Much To Do!

Here’s the first part of the next series of five abstracts from articles about the Top 10 Obstacles to Project Success from the MüTō Performance Corp. survey many of you participated in a few weeks ago. To read the Full Article click here!

And now, we bring you the most recently disquieting subject of a Challenging Schedule!

One of the interesting changes between last year’s survey and this year’s, is the movement in the obstacle we know as the challenging schedule. In 2008, our respondents claimed it as obstacle #8, this year over 78% of our respondents voted it obstacle #2!

There may be many reasons why this obstacle is critical for most of our respondents, and some may seem obvious. Project managers are feeling the pressure to finish projects on-time, but by and large, they feel the time allotted is insufficient.

There’s only one true definition to this obstacle and that is that the date for delivery of the project’s solution makes it difficult to deliver on time. By definition however, according to any reasonable project process, the date of delivery of a project is a function of the project’s planning process.

Sounds good. This may have been the case last year, but this year, our respondents are claiming that the date of a delivery of a project is actually a requirement instead!

Comment away!

There's Nothing Creepy About Scope Creep!

When 83% of our survey participants responded that scope creep reared its ugly head on almost every one of their projects, we immediately said, "here we go again!" Scope creep is the scapegoat for most of our troubles with projects. Our analysis showed that there are two types of changes to the scope of a project; those that are legitimate, and those that are illegitimate.

Each has its own impact, causes, early detection symptoms, and solutions. Suffice to say, that illegitimate scope creep must be stopped, and legitimate scope creep must be managed effectively otherwise, the obstacle will manifest! Legitimate scope creep cannot possibly damage your project, so let's be careful about blaming it for our project's demise.

We may not like where the blame winds up sticking.

For the FULL ARTICLE, CLICK HERE!

For a complete listing of MüTō Articles, CLICK HERE!

2009 Results of the Top 10 Obstacles to Project Success

Here are the new rankings from the "Top 10 Obstacles to Project Success" survey. We received appreciation for our ongoing efforts, and confirmation from participants that our list captured the essence of the obstacles to project success faced by Project Managers, Team Leaders, Program Managers, and Senior Management. Here are the results listed in order of frequency;

#1: Changes to project scope (scope creep) Same as last year!
#2: Insufficient time to complete the project (up from #8 last year!)
#3: Resources are inadequate (excluding funding)
#4: Inadequate project testing
#5: Critical project tasks are delivered late
#6: Key team members lack adequate authority
#7: Insufficient project funding
#8: Critical requirements are unspecified or missing (down from #2 last year!)
#9: Key team members lack critical skills
#10: Project sponsor is unavailable to approve strategic decisions (down from #3 last year!)

We've had some interesting changes between the 2008 and 2009 surveys. Obstacles such as the Challenging Schedule, Invisible Requirements, and most notably, The Disappearing Sponsor have moved in their ranking.
What do you think causes these obstacles? What are some potential solutions?

Upcoming blogs; We have interesting information to share about how the obstacles were ranked by individuals from different regions of the world, early detection symptoms, and mitigation strategies.
We want to hear from you feel free to comment!

The Top 10 Obstacles to Project Success!

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

Managing Teams...I thought I had it figured out!

Question: Managing teams...I thought I had it figured out!

Team work...we know it takes this to accomplish work and drive the organization to success, day after day. And to make it work, we keep things straight, we communicate, we mentor, we give them opportunities, we keep the expectations realistic, address negativity and reward sucess (this is only indicative of the diverse things that go to manage teams).

And yet, I have came face to face with a member who disagree with his reward and position in the team. And where no level of persuasion or real talk makes a difference to the member's point of view. And this has its downside effect for the team. My question then is: Is this inevitable? Or am I missing something here that I could have done? And what could be done once such a situation comes to fore? I solicit your perspective on this.

MüTō Response:

You are not alone, and you are not missing anything. Based on your description, you are more advanced than many managers, especially in the concept of 'rewards'. Lets call it motivational management.

I wonder, do you really know the individual that is complaining. It appears that this individual is not 'happy' with the reward he has reveived for a job well done. If so, the question I have is was the reward an appropriate one for him? You see, motivation comes in many colors, shapes, and sizes. What works for one individual, does not work for another. Often times we as managers make the mistake of attempting to motivate our associates with rewards that are generic across the board. This is easy for us, we do one thing, and it should reward everyone! (coffee cards, bowling, pizza party, donuts...etc.)

Well, what happens if there's that one person who doesn't drink coffee, or hates bowling shoes, or is adverse to pizza, or cannot eat donuts? In fact it could be said, we De-Motivated them. That's a terrific problem, isn't it. Here we are doing the right thing....and someone gets pissed off.

Instead, what if we took a little longer just to get to know the people that work for us. We might find that the bowling party is not the best thing to do. Instead, it might be a half day next Friday.

The point is...this way, we would know and we could positively motivate our employees, and not fall into the accident of demotivating.

But there's more. You mentioned the individual does not agree with his position on the team. This cannot be helped...or can it? Lets assume it cannot. ie: You have no choice, the person took a job, and now does not want to do it, and feels he should be promoted.

This is a serious issue. This person wants something that will not happen. At this point a seious roles and responsibility conversation must be undertaken. The team member must be contracted to his job.

If they refuse to do it, what is the option? As a Manager, we must always face the fact that we may have to let people go. This is an example of one. Instead, what if the situation is, the individual is unhappy with his personal situation?

Well, that's a coaching opportunity. We should remember that one of our jobs as managers is to see our teammates grow. We have to be there to support growth. Perhaps its time for this individual to grow out of his position into some other position, department, or company. That's a good thing, not a bad thing.

In any case, I would recommend a strong sense of accountability when discussing these topics with the individual. Its not persuasion that will win the day, its the fact that you will have to hold this individual accountable for whatever agreements you strike up. As you must with all your teammates.

This alone will keep your team solid, and will put you in the best position to be accountable to them for their growth, and progress. Hope that helps!

Lou G

Seminal Text on the Subject of Performance Management

The Question asked: Can you recommend seminal texts/ resources on the subject of performance management? Especially relating to strategy formulation, alignment of management and employees with strategy and the 'how to' of performance measurement.

MüTō Answer:

Have you read "The Art of War" by Sun Tsu (Tse). Its an ancient document, but very good at defining what exactly strategy, leadership, and management is. It's metaphor is ancient warfare, specifically in Feudal China. However, its lessons can be applied to modern times with great accuracy.

Another great read is Ken Blanchard's "One Minute Manager".

In both cases, read between the lines, and formulate your own thoughts. Following a cook-book is not a good way to go, emulating someone elses style will only lead to great failure, unless that other person's style also happens to be your own.

Most important, remember that strategy formulation is very different from Alignment of management and employees with strategy (leadership), to the 'how-to' of performance management (basic management.)

All three depend tremendously on accountability. However, one cannot have accountability unless they are motivated, so, a manager's job is to motivate accurately, and adeptly. But without knowing their part in the strategy, this will go no where.

So, a Leader must be able to communicate to his managers, and in turn to their directs, effectively, and efficiently. Without this they will surely fail. There are many texts that dance around these subjects, any one of them is GREAT! So long as you can relate to it. But remember, without being able to communicate, motivate, and hold people accountable...all of those checklists, texts, and resources only work some of the time.

Might as well play lotto.

Thanks for the Question!

Success is not by chance!

Lou G

How Does Management's Attitude Affect Motivation?

This was a question recently posted on Linked-In's Organizational Development Forum.

Although it may seem to deal with a broader topic of Motivational Management, lets not forget that as Project Managers one of our operative areas is "MANAGEMENT", and as such we need to apply best Management practices, such as Motivation.

Read both the question, and the answer below...

the Q. How management's attitude impacts employee motivation?
Management's attitude such as:

• a) 10-70-20 ratio for employees' performance gradation
  b) Personal indulgence in every levels making decisions
  c) Communicating with only the key employees
  d) Fewer competency mapping e) Multi-jobs / responsibilities for only key employees leaving less options for the rest

the MuTo Response...

While the manager may not be the ultimate source of 'motivation' for an employee, they are certainly the source of 'de-motivation' for the employee. A Manager has it completely within his control to keep an employee motivated. But it requires that they know their employee; not very many do. The bullets you listed above seem to come from company guidelines? or observations?

a) Does not work in practice. The 10% on top tend to be super motivated anyway, the 70% in the middle, hate that they are not the 10% (and so get de-motivated) and the 20% at the end were demotivated to begin with, and are probably more so now. A Manager has it within his control to make sure ALL his employees are in the top 10%.

b) Personal Indulgences? if a manager starts making personally motivated decisions...that's akin to feeding his own Ego. It will kill the motivation of his employees.

c) Communicating with key employees, and NEVER with others? There is such a thing as a key employee...and a Manager talking to the others does not bode well. A Manager must be known by his troops. But the question seems to imply a hierarchy...if in fact that's what the manager wants, then they should legitimize the hierarchy...change the organization. Then, the issue would not demotivate his employees; it would just be the org structure.

d) A Manager must KNOW his employees...and their competencies...otherwise how can he assign tasks. Note: Competencies include what an employee LOVES to do.

e) As for favoritism...well, that's again speaking of a potential org change to heighten the organization.

However, there's risk involved. It sounds like the manager you describe above is following guidelines that make certain he will have major challenges with motivating his employees.

Getting to know them, and finding out what motivates them is critical. A Happy employee is most productive, especially, when they have meaningful work to do. A Sad one is telling you why they are not happy...so a manager can do something about it. Its the apathetic one that is the most dangerous. That employee no longer cares...it is the job of the manager to guide them to care.

This will make the employee angry first, no doubt...but eventually will lead to positive growth. The employee will take note of the positive encouragement, and care envoked by the manager. Its not easy. That doesn't mean a manager shouldn't do it.

The state of Projects in General

Lets hear it from folks in the know...

What do you think of the following statement?

"The amount of fiscal resources wasted on failed projects is material. The results are failed business strategies. Eventually shareholder value is negatively impacted. This must be addressed."

Over the top? Fact Based? Is it true? Let us know what you think.

Lou Gasco
MüTō Performance Corp.
Lou.Gasco@MuToCorp.com
http://www.mutoperformancecorp.com/
c. 917-834-2402
w. 212-842-0508

On Business Reasons

“What obstacles do project managers face to successful completion of an Information Technology project?”

IT Consultant

Calling it an Information Technology project is one of the biggest obstacles because it focuses people on the solution before the problem or opportunity has been fully explored. Projects should be about delivering change which, when implemented, provides organisational benefits. So rather than, say, a 'Customer Relationship Management System' project, how about an
'Improved Responsiveness to Customers' project!

MüTō Observation:

In essence ALL projects have some greater purpose. I.T. tends to be a part of it, but NOT all of it. Even in an e-Company!

On The Life-Cycle

“What obstacles do project managers face to successful completion of an Information Technology project?”

Manager of Operations Date Center; Communication Company

The projects that success does not have, in its great majority had not had in its phase of elaboration the development and correct preparation. Before any beginning, all the factors must be considered:

- Time
- Cost
- Resources

In the computer science industry, generally it has two types of boardings comumente used in the management of projects. The boardings of “the traditional” type identify a sequência of steps to be completed. These boardings contrast with the known boarding as agile development of software, where the project is seen as a set of small tasks, instead of a complete process. The objective of this boarding is to reduce to the possible minimum overhead. This boarding is sufficient controversa, especially in very complex projects. Exactly thus, it has conquered adepts in increasing numbers.

In the last few decades, they had in general emerged a series of boardings in the industry. Amongst these boardings if it detaches the boarding of the PMBOK, that if has become a standard of fact in diverse industries

In the traditional boarding, we distinguish five groups from processes in the development of a
project:

Initiation
Planning
Execution
Monitoramento and Controle
Closing

Nor all the projects go to follow all these periods of training, since projects can be locked up before its conclusion. Perhaps some projects do not have planning or monitoramento. Some projects will pass for periods of training 2, 3 and 4 multiple times.

The project or enterprise above aims at the satisfaction of a necessity or chance, defined in the text as initial phase in which many involved areas and/or people exist. In general always it exists more than a solution or alternatives to take care of to the same necessities. The used technique to define the final solution passes for the development of extreme alternatives. The first one of low cost that takes care of the minimum necessities to be functional. Second it tries to take care of most of the requirements of the diverse involved areas in the target that results in a project with bigger and very little competitive cost. From both the alternatives are developed an intermediate solution between the same ones, that it takes care of to a good part of the requirements with a competitive cost.

Some sectors use variations of these periods of training. For example, in the civil construction, the projects typically progress of periods of training as Daily pay-planning for Conceptual Design, schematical Design, Design of development, construction of drawings (or contract documents), and administration of construction. Although the names differ from industry for industry, the real periods of training typically follow the common steps to the resolution of problems (they problem solving): to define the problem, to balance options, to choose a way, implementation and evaluation.

The management of projects tries to acquire control on three 0 variable:

time
cost
target

Some literatures define as four 0 variable, being quality the fourth 0 variable, however the quality is one of the main components of the target. These 0 variable can be given by external or internal customers. (S) the value (you are) of the remaining 0 variable is/is in charge of the manager of the project, ideally based in solids estimate techniques. The final results must be waked up in a negotiation process enter the management of the project and the customer. Generally, the values in time terms, cost, quality and target are defined by contract.
To keep the control on the project of the beginning to the end, a manager of projects uses several techniques, amongst which if they detach:

Planning of project
Analysis of aggregate value
Management of project risks
Cronograma
Improvement of process

MüTō Observation:

There is no doubt that the life-cycle decided for a project is tantamount to its success.
What we find is that Project Managers must have specific skills, that pre-date an understanding of process. The basic capability to Communicate, the ability to Motivate others, and the ability to hold project members accountable.

These skills are fundamental to project success. Without them...any process will fail. Guaranteed.

The Project Itself...

“What obstacles do project managers face to successful completion of an Information Technology project?”

IT executive: International commercial firm

The project itself.......

MüTō Observation:

This is funny. But not far from where most Project Managers stand. I have heard a lot along these lines whenever Project Managers say things like "This project is screwed up." or "We don't have enough money." or, "The sponsors are crazy." etc.

Its funny to them, until they realize its their responsibility to communicate, motivate, and hold the project parties accountable for their specific areas of success.

Requirements Requirements Requirements

“What obstacles do project managers face to successful completion of an Information Technology project?”

Director, Information Technology (IT)

Requirements, Requirements, Requirements,.... budget
tendancy of business to use "Hope as a management strategy"

MüTō Observation:

Project Managers throughout experience the same obstacles. Not only do we all experience the same obstacles, but they are all mitigate able, on every project, every time, and it isn’t the certification, or the process that will ensure it. (although those are EXTREMELY helpful.)

When they tell me about Requirements, and Budget, I tell them its the PM's responsibility to make certain that requirements are clearly communicated, and mutually understood by BOTH the sponsors, the beneficiaries, and the suppliers.

When they talk to me about budget, I make sure the PM's understand that the budget is THEIRS, and that the prjoect requires that they be truthful to it. The suppliers MUST be held accountable to its estimation, and its use. And the Sponsor must be available to review requirements to extend it! (albeit, if the PM's doing his job, this would already be handled.)

On Requirements and Estimates

“What obstacles do project managers face to successful completion of an Information Technology project?”

Technology Management; Technology Infrastructure

I agree that most project has some unique obstabcles, all project that i have worked with or been aware of have had 3 common problems

1. Incomplete requirements or lack of visibility to full requirements
2. Poor estimation of effort
3. Scope creep

MüTō Observation:

These are three very common problems. I often find that a project manager's inability to communicate clearly, encourage proper motivation, and hold others accountable is at the core of all three of the problems you listed.