Steering clear of the Kool-Aid Drinkers in Project Planning! |
As the two
certainties in life are “Death & Taxes”, so too in IT Projects are the
certainties “Success or Failure”.
At some
point in our lives we will have been involved with a Project, either the project
planning, project delivery or perhaps another phase. Whether it was an IT
project, business planning, change management or a construction project, the
difference is irrelevant. Because projects will either succeed or fail, it is
just the amount of variation between the outcomes that provides us with the
grey pieces in the middle.
And no
doubt at some point during that project you will have heard blatant excuses by business
executives for making the wrong decisions, had discussions driven by decibel domination or encountered one of the
scenario’s described below.
Enjoy!
1.
Believing
3rd Party Vendors know your business better than you do
It’s
alright to delegate and outsource tasks, but you absolutely cannot delegate or abdicate
from your responsibility of identifying your business requirements to a third party
vendor by allowing them to dictate their notion of the business requirements for
your IT project are.
HOW TO TAKE ACTION: Kool-Aid time is over. You need to identify your own
business intelligence experts and free them up to undertake your business planning
and business requirements gathering work. They have to know exactly and
accurately where and from whom your business requirements should be sourced.
2.
The
Top-Dog must be right (or How to stop the
H.I.P.PO “Highest Paid Persons Opinion” mentality dead in its tracks)
Hippo’s
have either the authority, expertise, or power to edify themselves and their decisions to the point where no one
questions or challenges them.
HOW TO TAKE ACTION: Ask the hard, overly obvious or dumb questions regarding
their decisions because they never expect to be challenged. And make sure that they
understand that they are held accountable for their decisions.
3.
Incompetent
Vendors and 3rd Parties or inadequate software packages cause IT
Project Failures
The fact is
that vendors are rarely incompetent and software packages are very seldom
inadequate.
You will be
amazed at how many IT project failures have
occurred simply because one or two people insisted on a course of action that
was flawed and the vendor selection was based upon a bias selection process by
C-level executives. Or a self appointed expert inaccurately deemed business
requirements to be accurate and comprehensive based upon their understanding of
the business. And based upon those requirements a solution was selected or the
external party was asked to deliver to those requirements.
HOW TO TAKE ACTION: Stamp out the H.I.P.P.O. mentality, promote meaningful
and intelligent collaboration and establish a rigorous vendor selection process
rather than just appointing an incumbent provider for the sake of “One Stop
Shopping”, or because of exclusive relationships with key decision makers or
the lowest quote (that never works).
4.
Build
it and they will come!
If it
doesn’t meet business objectives, business won’t support it.
If end
users don’t like it, they won’t use or adopt it.
If it does
not include external customer & supplier requirements, they can’t use it.
HOW TO TAKE ACTION: Create
visibility to identify, ask, involve and collaborate with the appropriate people
and parties. Otherwise you are flying blind and will end up with a very
expensive White Elephant.
5.
The
vendor, systems implementer or developers didn’t deliver what we asked for!
More than
likely they did. But what business asked for was possibly inaccurate or lacked adequate
scope at the outset.
This is the
risk you run when you either delegate requirements gathering to 3rd parties
or alternatively, if business doesn’t have the required visibility across your business
architecture to identify correct and complete requirement sources, they will
garner inaccurate and incomplete business requirements with obvious disastrous
consequences.
HOW TO TAKE ACTION: Get back into the drivers seat of your IT Project business planning, create
visibility and transparency to identify accurately what the business needs before
involving external parties which inevitably only muddies the waters.
6. Our organization’s size, massive
budget and the resources committed to this Project will guarantee it’s success
(or size matters)
How many times have you seen unlimited money thrown at a problem? No, it
absolutely won’t guarantee success! More
likely the opposite will happen because a big budget and long time frame (more
than 12 - 18 months) is a recipe for failure! No other way to tell you. Sorry!
HOW TO TAKE ACTION: The universal law of IT failure is big + expensive + long delivery =
failure. And the recipe for IT success is simplicity, incrementalism and small
budgets. Take a look at Roger Session’s information about Project size and why it matters.
7.
IT
Departments must always be in charge of all aspects of IT Projects because they
know better
Well this response is fine as long as they are installing hardware,
upgrading software licenses, developing code or something other than planning
or implementing a business solution. IT driving business projects is the tail
wagging the dog.
HOW TO TAKE ACTION: You need to put Business in charge
of the business requirements and business outcomes of IT Projects. IT (and yes
I am looking at you PMOs) can claim to know everything about business and to understand
business better than business (which they often claim to). But what would
happen if we had business experts claiming to know everything about IT just
because they may be proficient at networking, routers and Visual Basic.
8.
When
it comes to IT project planning, Business doesn’t know what they need which is
why IT has to step in
The truth of the matter is that business generally does know what it
needs, but what they articulate is not fully comprehended by IT, 3rd
partys or vendors. This is due to a tendency for premature elaboration and
interpretation of what other people understand about the business needs. To
make matters worse, specialists shroud communications with jargoneze that only
they understand.
HOW TO TAKE ACTION: Cut to the chase by ignoring IT and specialist jargon. If they cannot
tell you in plain language what they understand business to require, then go
back to the drawing-board.
Business
planning for IT projects requires a cross functional team, IT and business.
However, the IT guru’s need to sit down, zip it and listen very hard to what
business is saying and asking for.
Kind regards
Sarah Jane Runge
PS. Do you need to put the "B" back into the business planning for your IT Projects? Then take advantage of our complimentary 30 day free trial to our Profiling-Pro cloud solution at www.profiling-pro.com.
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