It's been awhile since I last posted as I have been debating what really should be reason number four project failure....well not really, I just have been failing to met my own expectations with everything I have going on.
In any case reason number four for project failure is adequately identifying, documenting and tracking requirements. Using documentation requirements does not eliminate the need for formal, well organized process for gathering requirements. Sometimes people believe that a one page email with a wish list features is good enough. Not so much! The good news is that most project owners/sponsors believe that requirements need to be documented. Nailing requirement documents must be done very early in a project, wait till later and it's to late. Ambiguity is good for no one thus you must clarify that ambiguity as quickly as possible.
There are various tools and techniques for defining requirements like codifying, progressive elaboration, interviewing, modeling and interviewing. You can use one or all these tools to help you to define your requirements.
Sunday, October 30, 2011
Saturday, July 9, 2011
Top 5 Reasons Projects Fail (Part 3)
Is project success or failure solely the responsibility of the Project Manager? In my opinion the answer is NO. This may surprise some but if we don't have involvement, commitment, and bravery by sponsors of the project more than likely a project will fail. Furthermore organizational leadership must create an environment that supports a project environment.
"Proper scope definition is critical to project success" this is not some quote from a great project manager, rather text that is straight out of the PMBOK. It Is the responsibility of the project sponsor to set the scope expectations for a project. Driving to fulfillment of expectations is the function of the project manager. Problems arise when expectations are not clear or informal. Conversely if expectations and the method of manging them are to complex or rigid it becomes difficult to manage any requests for change.
Failure to set and manage expectations is certainly a major cause of project failure. The practical ones among us know that the reason project management is difficult is that we really need to keep our project artifacts and techniques flexable enough so that we can produce predictable, professional results while at the same time accommodating any necessary change.
No one said project success was easy, what are your thoughts?
"Proper scope definition is critical to project success" this is not some quote from a great project manager, rather text that is straight out of the PMBOK. It Is the responsibility of the project sponsor to set the scope expectations for a project. Driving to fulfillment of expectations is the function of the project manager. Problems arise when expectations are not clear or informal. Conversely if expectations and the method of manging them are to complex or rigid it becomes difficult to manage any requests for change.
Failure to set and manage expectations is certainly a major cause of project failure. The practical ones among us know that the reason project management is difficult is that we really need to keep our project artifacts and techniques flexable enough so that we can produce predictable, professional results while at the same time accommodating any necessary change.
No one said project success was easy, what are your thoughts?
Thursday, June 16, 2011
Top 5 Reasons Projects Fail (Part 2)
Inadequately trained and inexperienced project managers is perhaps the number one cause of project failure. The reason why it contributes so much to project failures is because it is the responsibility of the PM to guide the organization as it executes on projects. Just as important as training is experience. Issue management, politics, and diplomacy are examples are things you just can't be training on.
The reason so many projects and therefore project managers fail is that the PMs are not prepared. Executive management fails when they do not understand what it takes to be an effective PM and at the same time don't understand what a difference a trained and experienced PM can make.
What Training Is Needed?
In the end PM's need to keep growing and gaining experiences to be successful.
The reason so many projects and therefore project managers fail is that the PMs are not prepared. Executive management fails when they do not understand what it takes to be an effective PM and at the same time don't understand what a difference a trained and experienced PM can make.
What Training Is Needed?
- Understanding the Project Management Body of Knowledge
- General Management
- Understanding the technology being deployed. This will vary based on the project.
In the end PM's need to keep growing and gaining experiences to be successful.
Thursday, June 9, 2011
Top 5 Reasons Projects Fail
We all know that more projects fail then succeed. There are studies by educational institutions, research organizations, etc. that support this same reality. The dollar store mentality of cheap and fast is used to often. Executives that don't hold people accountable for anything but customer satisfaction while ignoring schedule, budget, and quality often will fail in the end.
There are many reasons why projects fail. Expectations or communications management are common reasons but not the only ones. Ultimately their are many reasons why projects fail and its a miracle that many projects are successful at all.
Perhaps the most probable way to succeed on a project is to have knowledge of what can go wrong. Knowledge of what can go wrong is one very important tool. Perhaps by understanding the causes of failure we can avoid pitfalls when they appear "unexpectedly." This post is to introduce my list of perspective reasons of why projects fail which I will discuss in detail in future posts.
There are many reasons why projects fail. Expectations or communications management are common reasons but not the only ones. Ultimately their are many reasons why projects fail and its a miracle that many projects are successful at all.
Perhaps the most probable way to succeed on a project is to have knowledge of what can go wrong. Knowledge of what can go wrong is one very important tool. Perhaps by understanding the causes of failure we can avoid pitfalls when they appear "unexpectedly." This post is to introduce my list of perspective reasons of why projects fail which I will discuss in detail in future posts.
- Inadequately trained and/or inexperienced project managers
- Failure to set and manage expectations
- Poor leadership at any and all levels
- Failure to adequately identify, document and track requirements
- Poor effort estimation
Sunday, April 24, 2011
I Want To Be A Project Manager But I Don't Have Experience
I often meet new people who say to me "I want to be a Project Manager but I don't have any experience so I can't find a job that will allow me to be a Project Manager." My first response is, you aren't looking for the right opportunities. Just because you don't have the title of Project Manager, doesn't mean you can't manage a project. In your current job you can look for opportunities to take on a simple/small project. Something as simple as organizing a team building event or organizing a server room can be a project. In these examples you typically have scope, budget, and timeline that you are aiming for.
There are also ways to get experience managing a project outside of your employer's environment. Just about any non-profit, religious organization, local government, educational institute, etc. would be more than happy to have you as a volunteer and often you can pick what it is that you do, ie manage a project.
So if you want to be a Project Manager and are having challenges finding an opportunities, think outside the box and don't just look for role with a title of a Project Manager.
There are also ways to get experience managing a project outside of your employer's environment. Just about any non-profit, religious organization, local government, educational institute, etc. would be more than happy to have you as a volunteer and often you can pick what it is that you do, ie manage a project.
So if you want to be a Project Manager and are having challenges finding an opportunities, think outside the box and don't just look for role with a title of a Project Manager.
Tuesday, March 29, 2011
TechFuse Presentation Follow-up
A few weeks ago I spoke at the TechFuse event in Minnesota at Mystic Lake Casino. As I mentioned in the
I am posting the content from my session "My Relationship With My Project Manager"
If you have questions, feel free to leave a comment. If you would like to see this presentation or others on related topics at your user group or company, you can comment or contact me via email – amaaraba@digineer.com
I am posting the content from my session "My Relationship With My Project Manager"
If you have questions, feel free to leave a comment. If you would like to see this presentation or others on related topics at your user group or company, you can comment or contact me via email – amaaraba@digineer.com
Saturday, March 12, 2011
Book Review: Business Model Generation, Yves Pigneur
If you are looking for an easy read and great introduction to business modeling, this a great book. The book provides excellent real industry examples to explain the steps for building a business model. The book focuses on nine essential building blocks:
The book also does a good job of walking through how to identify what is critical for the business, where the cost structures are, where the benefits are, and how to organize those ideas.
If you have previous knowledge of business model generation, this book may be a bit lacking in providing more depth. The examples and cases are not very in depth.
In the end it is a good primer and reference book worthy of a spot on my bookshelf.
- CS - Customer Segments
- VP - Value Propositions
- CH - Channels
- CR - Customer Relationships
- R$ - Revenue Streams
- KR - Key Resources
- KA - Key Activities
- KP - Key Partners
- C$ - Cost Structure
The book also does a good job of walking through how to identify what is critical for the business, where the cost structures are, where the benefits are, and how to organize those ideas.
If you have previous knowledge of business model generation, this book may be a bit lacking in providing more depth. The examples and cases are not very in depth.
In the end it is a good primer and reference book worthy of a spot on my bookshelf.
Tuesday, February 15, 2011
The Role Of A Mentor
A mentor is described as an experienced person, who acts as a confidential helper and guide to another to stimulate professional development and make it more effective. Having a breakfast or lunch meeting once month with somebody who just’ s listen to you toot your own horn and tell you how great you are is not what a mentor does. Furthermore a mentor isn't somebody who likes to talk about how great they are and how you should follow in their path.
What is your mentor relationship like, formal or informal? Do you have defined roles and responsibilities with your mentor? How has a mentor benefited you?
Future Blog: How to find a mentor
In the past when I was searching for a mentor I sat down and made a list of what my expectations for mentor would be. Here is what I came up with:
- Formal relationship not just casual conversations, each meeting should have an agenda and defined message or outcome
- Someone to help me strengthen my weakness
- Someone to help build on my interests
- Someone that has had experiences that challenged them to grow and become a better person
What is your mentor relationship like, formal or informal? Do you have defined roles and responsibilities with your mentor? How has a mentor benefited you?
Future Blog: How to find a mentor
Tuesday, February 1, 2011
10 Books That Have Shaped Me And My Career As a Business Consultant
Often who you are as a person is defined by the knowledge you have and the theory and concepts that you live by. Over the years I have read many books that have helped define who I am both personally and professionally. The list below is a sampling of some of my favorites.
Tell Me How I am Doing - Richard Williams
This books describes the importance of providing feedback to those around you. Williams explains what can happen when feedback is denied, and then offers step-by-step guidance for making feedback an integral part of all working and personal relationships.
No Man's Land - Doug Tatum
This book does a great job explaining how companies end up in an adolescence stage and what they need to work on to move beyond it. Tatum enables decision-makers to complete a series of reality checks to measure the effectiveness of their business' market alignment, management competence, business model, and allocation of resources which allows readers to understand how to push through No Man's Land.
Freakanomics - Steven Levitt and Stephen Dubner
This is not your ordinary economics book. Instead this book focus's on more real-world issues, like whether reading to your baby will make her a better student and analyzing data from a Chicago drug-dealer.
Who Moved My Cheese - Spencer Johnson and Kenneth Blanchard
Change is inevitable and can be a blessing or a curse, depending on your perspective. This book talks about ways of reacting to change, anticipating change, and letting go of the old.
Common Nonsense - Andy Rooney
I have been watching Rooney on TV since I was a child but this is my first exposure to his writings. Rooney writes about some fascinating ideas that require reflection over time. Rooney's stories are short, two the point and entirely his opinion.
The Accidental Leader - Harvey Robbins
What do you do if you walk into work one day and suddenly you are in charge? Robbins gives a checklist and guidance to be able to get organized and set direction for people to act.
Why Teams Don't Work - Harvey Robbins
This book present the real-life lessons of teamwork that most of us have learned the hard way. The book talks about how teams really are, not how they are supposed to be.
Crucial Conversations - Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler
Life is full of difficult situations that require not-so-fun conversations with the people around us, at work, school or home. This book will discuss how to handle difficult interpersonal situations with poise and skill.
First Break All The Rules - Marcus Buckingham & Curt Coffman
In this book will explain why exceptional managers select employees for talent, not experience, intelligence, or determination. Effective managers define the right outcomes for people, not the right steps; they focus on developing employee strengths, they find the right fit for employees in the organization.
The Millionaire Next Door - Thomas Stanley & William Danko
Financially successful people choose to do work that is economically rewarding. Rather than spending their money on expensive cars or designer clothing, they choose to save and invest it, focusing on relationships with family and friends.
Tell Me How I am Doing - Richard Williams
This books describes the importance of providing feedback to those around you. Williams explains what can happen when feedback is denied, and then offers step-by-step guidance for making feedback an integral part of all working and personal relationships.
No Man's Land - Doug Tatum
This book does a great job explaining how companies end up in an adolescence stage and what they need to work on to move beyond it. Tatum enables decision-makers to complete a series of reality checks to measure the effectiveness of their business' market alignment, management competence, business model, and allocation of resources which allows readers to understand how to push through No Man's Land.
Freakanomics - Steven Levitt and Stephen Dubner
This is not your ordinary economics book. Instead this book focus's on more real-world issues, like whether reading to your baby will make her a better student and analyzing data from a Chicago drug-dealer.
Who Moved My Cheese - Spencer Johnson and Kenneth Blanchard
Change is inevitable and can be a blessing or a curse, depending on your perspective. This book talks about ways of reacting to change, anticipating change, and letting go of the old.
Common Nonsense - Andy Rooney
I have been watching Rooney on TV since I was a child but this is my first exposure to his writings. Rooney writes about some fascinating ideas that require reflection over time. Rooney's stories are short, two the point and entirely his opinion.
The Accidental Leader - Harvey Robbins
What do you do if you walk into work one day and suddenly you are in charge? Robbins gives a checklist and guidance to be able to get organized and set direction for people to act.
Why Teams Don't Work - Harvey Robbins
This book present the real-life lessons of teamwork that most of us have learned the hard way. The book talks about how teams really are, not how they are supposed to be.
Crucial Conversations - Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler
Life is full of difficult situations that require not-so-fun conversations with the people around us, at work, school or home. This book will discuss how to handle difficult interpersonal situations with poise and skill.
First Break All The Rules - Marcus Buckingham & Curt Coffman
In this book will explain why exceptional managers select employees for talent, not experience, intelligence, or determination. Effective managers define the right outcomes for people, not the right steps; they focus on developing employee strengths, they find the right fit for employees in the organization.
The Millionaire Next Door - Thomas Stanley & William Danko
Financially successful people choose to do work that is economically rewarding. Rather than spending their money on expensive cars or designer clothing, they choose to save and invest it, focusing on relationships with family and friends.
Monday, January 10, 2011
When Motivational Factors Don't Exist
In most organizations there are traditional motivational factors that exist such as a monetary performance bonus, job title recognition, promotion into a different role, etc. When managing projects a key to success is having motivated project team members.
In my experience when the the standard motivational factors don't exist, you need to get personal with project team members. You need to find out what motivates each individual on your team and then find how you can create the motivational situation. Unfortunately, in some instances you just wont' be able to accommodate everyone and that's when other the other skills of a project manager will need to be engaged to ensure the success of your project.
What do you do when the traditional motivation factors don’t exist on your project?
I have also started a discussion this topic on the Inside Consulting group on LinkedIn.
http://www.linkedin.com/groups/Project-Manager-Network-1-Group-37888?trk=myg_ugrp_ovr
In my experience when the the standard motivational factors don't exist, you need to get personal with project team members. You need to find out what motivates each individual on your team and then find how you can create the motivational situation. Unfortunately, in some instances you just wont' be able to accommodate everyone and that's when other the other skills of a project manager will need to be engaged to ensure the success of your project.
What do you do when the traditional motivation factors don’t exist on your project?
I have also started a discussion this topic on the Inside Consulting group on LinkedIn.
http://www.linkedin.com/groups/Project-Manager-Network-1-Group-37888?trk=myg_ugrp_ovr
Subscribe to:
Posts (Atom)