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Recipe for Recipe for Successful Successful ProjectsProjects

Ikram Ahmed KhanIkram Ahmed KhanChief ExecutiveChief Executive

Business Beam (Pvt.) LimitedBusiness Beam (Pvt.) Limited

www.businessbeam.comwww.businessbeam.com

© Business Beam (Pvt.) Limited 2

Lets Define “Successful Lets Define “Successful Projects” First!Projects” First! Criteria of Successful

Projects deployed with

complete functionality, within pre-agreed

Budget, within scheduled

Timeframe.


Rate of Success & FailureRate of Success & Failure(USA – year 2000)(USA – year 2000)**

Only 28% projects are “Successful”.

23% projects are canceled before completion, or never implemented.

49% projects completed and operational, but over-budget, late, and with fewer features and functions than initially specified.

* Source: www.standishgroup.com


Why Projects Fail?Why Projects Fail?**

Five Major Factors1. Lack of support from Sponsor.

2. User Involvement is not there.

3. Project Manager was not competent.

4. Business Objectives were not clear.

5. Project Scope was huge.

* Source: www.standishgroup.com


Sponsor’s SupportSponsor’s Support

Give at least 8 to 10 hours per month to automation project.

Attend Project Steering Committee meetings regularly.

Provide timely guidance and direction for key business strategies.

Ensure timely availability of resources

Review project progress.


Sponsor’s Involvement Sponsor’s Involvement ((Failed Projects)Failed Projects)

Please, let me Please, let me live...live...

Fix Blame

Sponsor’s ability to influence the outcomeSponsor’s ability to influence the outcome

Lost Lost OpportunityOpportunity

Time

Sp

onso

r’s

Influ

enc

e

Late InquiryLate Inquiry

Sponsor’s participationSponsor’s participation

Ea

rly N

egl

ect

Ea

rly N

egl

ect


Sponsor’s Involvement Sponsor’s Involvement ((Failed Projects)Failed Projects)

1 Definitely No!

2 No!

3 To some extent

4 Yes!

5 Definitely Yes!

28%

39%

20%

13% 0% 1

2

3

45

Question: Did executive management live up to its time commitments?

Data was collected at the Strategic Use of Information Technologies conference, Harvard University, May 9, 2000.


End-user InvolvementEnd-user Involvement

Why End-user Involvement is Necessary? End-users are the ultimate owner of the

system. Software vendor does not know the internal

processes of your organization. Only end-users know all systems.

Projects without early end-user involvement increase the risk of misunderstanding the project's requirements.


End-user Involvement End-user Involvement (cont…)(cont…) Involve end-user in:

Defining and agreeing project’s objectives. Development and approval of information

requirements. Project team, as member. Defining forms, reports and workflows. Defining security controls. Prototype reviews and approvals. Develop and approve system test data. Develop and conduct system tests. System trainings.


Competent Project Competent Project ManagerManager General Perception: Project’s success or

failure depends on developers’ capabilities.

Actual Reality: NO! Project’s success or failure depends on Project Manager’s capabilities.

If you assign under-skilled PM to a well-organized project, you will have a failure; if you assign highly competent PM to a south-headed project, you will witness a turn-around.


Selection of the Project Selection of the Project ManagerManager

Select Project Manager on the basis of project’s complexity.

Complex projects need highly technical as well as business-oriented project manager.

Business ComplexityBusiness ComplexityLowLow HighHigh

Tec

hnic

al C

ompl

exity

Tec

hnic

al C

ompl

exity

Hig

hH

igh

VeryComplexHigh

TechnicalComplexity

HighBusinessComplexity

Project’s Complexity

Routine


Clear Business ObjectivesClear Business Objectives

What are the reasons for the project? What are the specific objectives and

benefits? What are the implications of not

undertaking the project? What are the measures of success? How realistic is the deadline? What are the shutdown conditions?


Minimized ScopeMinimized Scope

Three variables of project implementation are: Cost Time Scope

Start with core module and then add-on different requirements and functionalities.

Ask for application prototype. Timely review Ask for application prototype. Timely review and approve it.and approve it.


ConclusionConclusion

If you ignore success factors, most things eventually get done, but:Not in the right sequenceNot by the right peopleNot in the right detailNot by the right timeNot by the right cost

Result: “High Body Count”.

Thank you!Thank you!

Contact InformationContact [email protected] [email protected]

www.businessbeam.comwww.businessbeam.com

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