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Session: Project Lifecycle Management Panelist: Annette Feliciani,

Session: Project Lifecycle Management Panelist: Annette Feliciani, AEF Systems Consulting, City of Rancho Cucamonga, (client) Date: Wednesday October 3, 2001. Success Rate of IS Projects. Only 16% will come in on time and on budget More than 31% will never be completed

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Session: Project Lifecycle Management Panelist: Annette Feliciani,

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  1. Session: Project Lifecycle Management Panelist: Annette Feliciani, AEF Systems Consulting, City of Rancho Cucamonga, (client) Date: Wednesday October 3, 2001 October 2001 Tidemark User's Conference

  2. Success Rate of IS Projects • Only 16% will come in on time and on budget • More than 31% will never be completed • 53% will be late and over budget Note: Statistics gathered through The Standish Group through interviews of 365 IS executives October 2001 Tidemark User's Conference

  3. Why Do Projects Fail? • Incompetent staff is almost never the problem • Uncooperative users are almost never the problem • Bad commercial software is almost never the problem • Insufficient planning is almost never the problem October 2001 Tidemark User's Conference

  4. Why Do We Need to Project Manage? • Allows us to understand the true size and scope of the project • Tells us where and when we need more resources • Allows us to be proactive versus reactive • Provides us with information to effectively speak with management about issues • Helps us know what is actually going on October 2001 Tidemark User's Conference

  5. Project Management Approaches • Can be very formal and use sophisticated planning tools • Can be informal and done with basic spreadsheet or word processing tools • Either way requires the right amount of “homework” to make it meaningful and useful October 2001 Tidemark User's Conference

  6. Project Manager Most significant factor contributing to the success or failure of the project Requires an unusual set of skills and talents — not everyone can or should manage Must have authority Must be a good communicator Must care for the team Work Plan Necessary evil Project blueprint Includes realistic assessment of tasks, resources, dates, etc. Must identify deliverables Team must use and follow the plan — it has no value otherwise and becomes a tedious useless activity Key Elements of Successful Projects October 2001 Tidemark User's Conference

  7. Motivating the Team Must have strong, cohesive team Use good staff Replace problem personnel Give out awards Go offsite and celebrate successes Communication Communicate to management - get them on your side early Create a project czar who resolves all issues Keep track of issues Communicate successes to everyone Hold raffles, brown bag lunches, etc. Key Elements of Successful Projects October 2001 Tidemark User's Conference

  8. Conclusions • Projects can be fun and rewarding • Focus on people issues as well as the project issues • Reward your successes • Communicate your successes • Have fun! October 2001 Tidemark User's Conference

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