project_managment

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5 Steps to Develop a Detailed Project Plan

A Guide to Avoiding Failed IT Projects

As you will know by now, if you are a reader of my blog, and because I keep reiterating the point to get through to Project Managers I share these stats once again. It is reported by PWC, Forbes, and the Project Management Institute (PMI), a significant portion of IT projects fail to meet their goals and deliver expected outcomes. The reasons for this are various, but on this post I will focus on poor project planning, which often plays a significant role.

However, by following these five key steps, you can develop a detailed project plan that sets your IT project on the path to success:

  1. Define clear objectives: Start by defining the project’s goals and objectives. Make sure they are specific, measurable, achievable, relevant, and time-bound (SMART).

2. Gather requirements: Next, gather requirements from stakeholders to understand what they expect from the project. This helps in creating a comprehensive project plan that takes into account all necessary elements.

3. Develop a timeline: Create a timeline that outlines all the tasks and milestones of the project. Make sure the timeline is realistic and takes into account any potential roadblocks.

4. Assign resources: Assign the right resources, including personnel and equipment, to each task. Ensure that the resources you assign are adequate for the task and have the necessary skills and experience.

5. Monitor progress: Regularly monitor progress and adjust the plan as necessary. This helps to keep the project on track and ensures that it stays aligned with the goals and objectives.

By following these five steps, you can develop a detailed project plan that will help you avoid the common pitfalls of failed IT projects. If you need further help or have any questions, please don’t hesitate to reach out to me. And lease comment a you see fit. Do you agree or disagree? Did I miss something ?

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5 Steps to Clearly Defined IT Project Goals and Objectives

In today’s fast-paced business environment, IT projects are becoming increasingly important for organizations to stay competitive. However, according to a recent study by PwC, only 28% of IT projects are successful. Forbes also reports that poor project management is a leading cause of IT project failure. And yes I have shared these stats in previous posts. I do so to emphasize the message, because so many Project Managers and Program Managers are sleep walking themselves and their projects to failure.

So, how can organizations ensure their IT projects are successful? One key factor is clearly defined goals and objectives. Here are five steps to help you get there:

  1. Understand the business need: Before starting any IT project, it’s essential to understand the business need that the project will address. This includes identifying the problem or opportunity that the project will solve and the potential benefits it will bring to the organization.

2. Define specific and measurable goals: Once you understand the business need, you can define specific and measurable goals for the project. These goals should be aligned with the organization’s overall objectives and should be achievable within the project’s timeframe.

3. Identify key objectives: Objectives are the specific steps or actions that will be taken to achieve the project’s goals. Identify the key objectives for the project and ensure they are aligned with the project’s goals.

4. Communicate the goals and objectives: Clear communication is critical for the success of any project. Make sure the project’s goals and objectives are communicated to all stakeholders, including the project team, management, and any external partners or vendors.

5. Review and adjust as needed: As the project progresses, review the goals and objectives to ensure they are still relevant and achievable. If necessary, adjust the goals and objectives to reflect any changes in the project’s scope or direction.

In conclusion, achieving success in IT projects is crucial for any business, and clear goals and objectives are the key to success. By following these five steps, organizations can set themselves up for success. Remember to reach out to me for help if you need it. And please comment as you see fit, whether you agree or disagree with my take on this topic.

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IT Project Management Dysfunction: The Costs and How to Fix It

When it comes to managing IT projects, many organizations struggle with dysfunction that leads to costly delays and budget overruns. According to a study by the Project Management Institute (PMI), only 64% of IT projects are completed on time and within budget. Additionally, 14% of IT projects are considered complete failures, meaning they are either cancelled before completion or fail to meet their objectives. And those statistics are way too positive. In fact PWC state that only 2.5% of companies can complete 100% of their IT Projects successfully.

None the less, these statistics paint a bleak picture of the state of IT project management, but it’s important to remember that these issues can be addressed and resolved. In order to do so, it’s important to first understand the root causes of dysfunction.

One major issue is a lack of clear project goals and objectives. Without a clear understanding of what a project is trying to achieve, it’s difficult for team members to stay focused and motivated. Additionally, without clear objectives, it’s difficult to measure progress and determine if a project is on track.

Another issue is poor communication and collaboration among team members. When team members are not on the same page, it can lead to confusion, delays, and rework. This can also be exacerbated by siloed departments or a lack of clear roles and responsibilities.

Finally, a lack of oversight and accountability can also contribute to dysfunction. Without proper oversight, it’s difficult to ensure that projects are on track and that issues are addressed in a timely manner. Additionally, without clear accountability, it’s difficult to determine who is responsible for delays or budget overruns.

While the statistics on IT project management dysfunction may seem daunting, it’s important to remember that these issues can be addressed and resolved. By setting clear project goals and objectives, improving communication and collaboration, and implementing oversight and accountability, organizations can improve the success rate of their IT projects.

As an IT Project Management professional, I have experience in addressing these issues and can help your organization to improve the success rate of your IT projects. If you’re struggling with dysfunction in your IT project management, don’t hesitate to reach out to me to book a call or drop a line to me on LinkedIn. Together, we can create a plan to turn things around and deliver successful projects that meet your organization’s needs.

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Project Management after the fact: Lessons I have learned

I have recently been addressing an issue of transition I have had with one of my  projects at EMC. I believe this issue affects a lot of people in the tech industry who find themselves entering Project Managment. When do you & your organization turn your project over to operations ?

Lets get some definition of a project for clarity.

“A project is a temporary endeavour undertaken, to create a unique product or service”.

So it says on page 14 of my Project Management manual.

It goes on to say:

  • “Temporary implies a definite beginning and end. “
  • “Unique implies different from previous work”

So I undertook formal Project Management Certification training in late October of 2012, as we had started to execute on EMC Elect and well after we had established EMC Ask the Expert as a going concern.

And was my head reeling after learning the PMI process in its correct form?

It was.

Did I feel like a bad Project Manager?

Yes.

Did I feel incompetent?

No.  I realized that while I had not followed the  PMI Institutes process to the letter I had still effectively managed the Project to a success.  Particularly as EMC Ask the Expert had ceased to be a project and was now an operational process. I had used common sense, EMC best practices and processes, and had manged the project successfully. But not without pitfalls.

You see I believe I hit the problem most Program Managers have in corporations around the world. Intending to turn your project over to operations but not fully planning it? As in, when exactly that happens or how you manage it? How do you manage turning a project into an operation or part of operations? Especially when you are in an environment where execution is taking place and rather rapidly and continuously across your organization at a fast and sometimes frenetic pace?

Lets look again at what the my manual says about “Projects Vs Operations”

“Projects

  • Unique and Temporary
  • Have their own charter, goal and team
  • Driver of Change
  • Delivers a unique product or service
  • Heterogeneous team mix
  • Focus on effectiveness

Operations

  • Repetitive / Ongoing
  • Semi-permanent charter, goal and team
  • Manage “status quo”
  • Delivers Repeat product or service
  • Homogeneous team mix
  • Focus on efficiency”

It’s clear with time and a clear head plus training to see the distinct differences. But really it all can be avoided with planning (and training). Planning is the most important of all Project Management processes. But it seems to be something that suffers the most. Most of us if not all of us know planning is important. But in an execution mind set it can falter. You are working rapidly to bring something to life that will address a unique need. You want it to a be a long living operational piece. But did you set that out as part of your planning?

Planning is obviously where I fell down. Now I am not saying I had no planning. Of course I did. But I never documented in the plan about moving my project to operations. .  It was an assumption without including that in a formal plan in nothing other than a line to say that it would be integrated into eServices Support Community operations.

if 90% of a project Managers time is in communication, it is important to have a complete plan to communicate.

Having realized this following my training ( PMI Institute recognized training, provided by Velopi Ltd through EMC’s education program) I had to address this.

EMC Ask the Expert was an operational process. Furthermore there was another project underway for EMC Ask the Expert , which was a phase II execution. (integrating EMC Ask the Expert into newly launched products and services)  Once I saw the disconnect I had a hard task before me. The project team, was now the managing team for Ask the Expert Operations and Ask the Expert Phase II project and Part of the EMC Elect Project Team.

This caused contention for resources. Not a thing you need to invent for yourself. Hind sight is 20/20 vision. And once you identify a fault you have to address it.

We are in the process of doing so now.

While keeping Ask the Expert operations running, managing the phase II Ask the Expert Project, and Managing the EMC Elect Project,  both Stephanie McBride and I have documented the operational piece of Ask the expert. We also utilized a work break down structure and work packages to communicate with relevant business units,  on how they will integrate Ask the expert Operations into their business operations. We are communicating this out now and integrating it into operations.

This is in all honesty is work we could have done earlier in the project. It actually is now an additional mini project. It is worth the effort to do this however and if you are in this predicament I urge you to look at your project. Is it in fact an operations module now?  What planning have you done to integrate this operations piece to your current operations process? How do you avoid becoming the operations manager? Or have you planned to do that?

These are vital questions to ask, to plan for and to communicate with your stakeholders. It is worth it and in the end you will be a better Project Manager for it.  Your business unit will be more streamlined and robust for it .

I know I am the better for the experience. I also know there is so much more to learn and that no one and can rest on their laurels.

I would hope this helps others in their forays in Project Management. Do let me know your thoughts and feel free to share your stories around the subject. Does your organization suffer with transitioning from Project to Operations?

How do you mitigate and manage the transition?

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Reflecting on an amazing year: 2012 in review.

Wow, It’s hard to believe that 2012 AD is coming to a close. What a year it has been for me. Personally and professionally it’s been a roller coaster. But it’s been a hell of a ride!

Looking back over my last  12 months professionally, well, the biggest thing I guess would be kicking off Ask the Expert.

That all started with this post: Wrapping-up-2011, into-2012-on the EMC Support Community
Since that post, we’ve hosted, 30 Ask the Expert events. And it was a mix of forum discussions, webinars, live events, and tweet chats. We even wrapped an event during EMC World in a luxurious suite in the Venetian in Vegas. It’s been a lot of fun. We had numerous experts, too numerous to mention here, but I am thankful to each and everyone of them. They and the Support Community members, made Ask the Expert the amazing program it has been and will continue to be.

Keep an eye on it in 2013. We are expanding the program to incorporate Ask the Expert events for new products and services. We will also continue to have events around existing products. But we will be going further by hosting more events on a wider range of products and hot topics. We will be engaging more experts, from EMC, Partners and Customers who know our products so well. It will continue to be your hot centre for EMC Support hot topics on existing and newly launched products and services. And we are always open to new experts and new topics. Its a community driven program so don’t be shy in suggesting topics and experts.

EMC World 2012 was a big highlight of the year. Our Buzz Talk was a great highlight as was the Support Community party. Getting to recognise some of the participating experts and to thank some of the legendary stalwart ECN Support Community members was very fulfilling. To meet community members in person is always great and rewarding. It was a hugely successful conference for my organisation, eServices, as we also launched the new EMC Online Support Site. It really brought home to me the level of collaboration we’ve had with customers, partners and EMC employees in a vibrant community. Did you know our ECN Support Community accounts for over 50% of the entire traffic of the EMC Community Network. with 250,000 + members of ECN it’s obviously a large Support Community. It’s extremely collaborative friendly and full of great knowledgeable helpful professionals.

And the year ends for me now as it began, with a big project getting underway.
With EMC Ask the Expert established and growing we are also focusing on EMC Elect.  As I posted recently EMC Elect is Community recognition with exclusive opportunity. Its a fantastic program recognising EMC advocates within the ECN community and out in the social sphere. Unintentionally it also has a great benefit of bringing externally socially engaged advocates together with internal EMC Support Community advocates. Something that might not have occured were it not for this project. the nomination phase has ended and Matt Brender, myself and the amazing EMC Elect Founders are now engaged in the selection process. It’s nerve wracking and exciting. Some truly amazing people have been nominated. It will be difficult deciding. But I look forward to January 15th 2013, when the 2012 EMC  Elect group will be announced. And then the fun starts.

2013 is lining up to be a very amazing and challenging year. But I am looking forward to it. It’s an opportunity I am ready and raring to take. Thanks to all those who follow my blog / ramblings. It’s been a challenge to write for all the right reasons, being really busy doing something I truly love.

So have a safe holiday , however you celebrate, and to you and yours  Go raibh maith agaibh agus Nollaig Shona Diobh! (Gaelic for “Thank you all and have a happy Christmas!” )