Project Success/Failure

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Presentation to ISACA Governance Event 11 Sept 2009 on factors affecting Project Success/Failure referencing ISO38500, Project Management, Standish and the CHAOS Report, also Sauer et all, Cadbury and drawing on Peter Salmon's varied and extnesive personal experience

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  • 1. PROJECTSKey Issues in Success/FailureISACA Wellington Chapter Sept 11, 2009
    Peter Salmon, C.A.
    Principal - Manning Charles & Associates Ltd.
  • 2. Important Notice please make sure you read
    This notice applies to all materials and information available in this presentation.
    All information and materials are provided on an 'as is' basis and are not intended in any way to be comprehensive.
    Any reader making use of this material does so at his/her own risk and readers are advised to take independent professional advice before acting on any information or materials found here.
    Neither Peter Salmon nor Manning Charles & Associates Limited accepts any responsibility for, nor do they give any representations or warranties, express or implied, that any of the information and materials contained in this document and presentation are complete, accurate or free from errors or omissions.
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    Projects Key Issues in Success/Failure September 2009 Peter M Salmon & Manning Charles & Associates Ltd
  • 3. About this session
    We will consider:
    project success rates
    key issues associated with the success or failure of projects.
    the impact of governance as a means of enhancing prospects of success.
    in this regard the Initiation and Planning stages of the Project Lifecycle
    Projects Key Issues in Success/Failure September 2009 Peter M Salmon & Manning Charles & Associates Ltd
    3
  • 4. Nature of Projects
    A project is a temporary endeavor undertaken to create a unique product, service, or result
    Source:- PMBOK
    Projects Key Issues in Success/Failure September 2009
    Peter M Salmon & Manning Charles & Associates Ltd
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  • 5. Project outcomes vary
    Success
    Failure
    Projects Key Issues in Success/Failure September 2009
    Peter M Salmon & Manning Charles & Associates Ltd
    5
    Source :- Getty Images / Stu Forster
    Source:- Ian Mackley
    DominionPost
  • 6. Success is rare?
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    Projects Key Issues in Success/Failure September 2009 Peter M Salmon & Manning Charles & Associates Ltd
  • 7. Or is it?
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    Projects Key Issues in Success/Failure September 2009
    Peter M Salmon & Manning Charles & Associates Ltd
  • 8. Some key defining factors
    Successful
    Strong, visible executive support
    Dedicated teams
    Alignment with vision
    Change impacts clear and known
    Accountability/Responsibility
    Change seen as an on-going process
    Metrics and incentives used to drive desired behaviours
    Undersell, over-deliver
    Everyone gets a win is the approach
    Unsuccessful
    Uncertain leadership
    Resource scarcity/competition
    Unclear goals, vision or strategy
    Opaque change impact
    No Accountability/Responsibility
    Change is episodic and event based
    Metrics and incentives non-aligned with desired behaviours
    Lots of happy talk"
    Clear winners and losers
    Projects Key Issues in Success/Failure September 2009
    Peter M Salmon & Manning Charles & Associates Ltd
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  • 9. ISO 38500 Governance Model
    Projects Key Issues in Success/Failure September 2009
    Peter M Salmon & Manning Charles & Associates Ltd
    9
    Source:ISO38500 Standard
  • 10. Principles
    Responsibility
    Strategy
    Acquisition
    Performance
    Conformance
    Human Behavior
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    Projects Key Issues in Success/Failure September 2009
    Peter M Salmon & Manning Charles & Associates Ltd
  • 11. Principles - defined
    Principle 1: Responsibility
    Individuals and groups within the organization understand and accept their responsibilities in respect of both supply of, and demand for IT. Those with responsibility for actions also have the authority to perform those actions.
    Principle 2: Strategy
    The organizations business strategy takes into account the current and future capabilities of IT; the strategic plans for IT satisfy the current and ongoing needs of the organizations business strategy.
    Principle 3: Acquisition
    IT acquisitions are made for valid reasons, on the basis of appropriate and ongoing analysis, with clear and transparent decision making. There is appropriate balance between benefits, opportunities, costs, and risks, in both the short term and the long term.
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    Projects Key Issues in Success/Failure September 2009 Peter M Salmon & Manning Charles & Associates Ltd
  • 12. Principles defined
    Principle 4: Performance
    IT is fit for purpose in supporting the organization, providing the services, levels of service and service quality required to meet current and future business requirements.
    Principle 5: Conformance
    IT complies with all mandatory legislation and regulations. Policies and practices are clearly defined, implemented and enforced.
    Principle 6: Human Behaviour
    IT policies, practices and decisions demonstrate respect for Human Behaviour, including the current and evolving needs of all the people in the process.
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    Projects Key Issues in Success/Failure September 2009 Peter M Salmon & Manning Charles & Associates Ltd
  • 13. Six Principles mapped to key project factors
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    Projects Key Issues in Success/Failure September 2009 Peter M Salmon & Manning Charles & Associates Ltd
  • 14. Impact of governance
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    Projects Key Issues in Success/Failure September 2009 Peter M Salmon & Manning Charles & Associates Ltd
    Source:Sauer, Gemino and Reich
  • 15. Impact of governance
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    Projects Key Issues in Success/Failure September 2009 Peter M Salmon & Manning Charles & Associates Ltd
    Source:Sauer, Gemino and Reich
  • 16. Project Initiation + Planning - Common Issues
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    Projects Key Issues in Success/Failure September 2009
    Peter M Salmon & Manning Charles & Associates Ltd
  • 17. Project Initiation + Planning - Common Issues
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    Projects Key Issues in Success/Failure September 2009
    Peter M Salmon & Manning Charles & Associates Ltd
  • 18. OK, but what do we do?
    Implement a framework which
    Evaluates needs on an ongoing basis
    Ensures IT meets business objectives
    Monitors outcomes and adherence to policy, law etc
    Intent being to:-
    Reduce risk
    Ensure the informed use and deployment of IT
    Provide the information to enable objective evaluation of IT within the entity
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    Projects Key Issues in Success/Failure September 2009 Peter M Salmon & Manning Charles & Associates Ltd
  • 19. Key elements
    Leadership
    Entity
    Sponsor
    Project
    Common values, e.g.
    Integrity
    Openness
    Communication
    Resourcing
    People
    Training
    Time
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    Projects Key Issues in Success/Failure September 2009 Peter M Salmon & Manning Charles & Associates Ltd
  • 20. Desired outcome
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    Projects Key Issues in Success/Failure September 2009 Peter M Salmon & Manning Charles & Associates Ltd
    Source: Ian Mackley/
    Dominion Post