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CHAPTER 7: MANAGING PROJECTS (PROJECT FAILURE) - Coggle Diagram
CHAPTER 7: MANAGING PROJECTS (PROJECT FAILURE)
DEFINITION
It is defined as botched execution with the flunks costs, schedule, and quality target that in the same time cannot create promised business benefits.
CAUSES OF FAILURE
imprecise business intent
unnecessary complexity
lack of explicit tradeoffs
THE SOLUTION TO AVOID FAILURE
Discover a projects true business purpose
(the business users can't articulate an IT project's requirements), (focus only in success)
the 3 principals
active business participation
short iterations
less code
Curbing scope creep
M
o
SC
o
W
rule applied to requirements
M
ust-have
S
hould-Have
C
ould-have, but not critical
W
ont-have this time, but maybe later
Accountability without micromanagement
Set the operational strategy
intended impact: Operational, strategic, or financial
Promise: Will it help do something better, faster, or cheaper
Change metric: dollars, percentages or time
time to impact after project completion (years/months)
THE CONSEQUENCES WORSENING
timeless lessons from project with
Massive scale
uncertainty
bickering stakeholders
for an examples, railroads, the electric grid and the highways
the larger projects
more at the firm
CONCLUSION
Recommendation
Rollout strategy on how a completed project is rolled out to users
abruptly replace
chunk roll out
parallel
clever technology does not guarantee success
doomed without complements
simultaneously counting on too many unproven technologies risky