Project Failure is NOT an Option: Making Projects Successful – Murphy
Abstract:
Project Failure is not an option: Making projects successful
Adapting and making the business goal
Are traditional metrics outdated?
As project failures continue, the question is what are we doing wrong? Have we skipped steps? Do we change our minds on what the project should be and call that agile?
How can we met business case objectives while still adapting to new information as the project evolves?
OKR’s, KPI’s – automation and AI on dashboards – after you get the buy-in from stakeholders on what they need to see as end results
When the goals change – what are the end results that matter?
Is it a software product that needs to deliver?
Is it revenue so we can hit our profit and loss goals?
Is it a building that will be occupied by a certain date?
In each case, we can adapt and still meet the goals, but it will take more definitive steps to adapt and measure.
An interesting study on software found many products are full of features that customers rarely use. In a study of 100 customer software applications the study found that two-thirds of the product features were rarely if ever used. We may be spending time building features that can take resources that customers don’t find a value in, and prolong our process in delivering a usable product.
Takeaways: as some suggest we are moving away from Agile and a fixed budget, and to concentrate on just output – how we ensure we use our resources for the best results?
Traditional project management is not dead, but it can be more flexible. How can you blend methologies for the best approach for your project?
What does a good metric look like? It can depend on who is viewing, but shouldn’t we have all the details and parse out different views for different audiences?
PMI Talent Triangle: Business Acumen
PDUs: 0.75
