Copyright Dynamic Technologies Ltd 2017
Be strategic and think ahead -
Take a holistic approach to the whole problem, designing effective and efficient processes end-
Start the quality planning from the very first. How will you know it's been a success? What are the critical success criteria? How will success be measured? If the answers are not clear, it's the wrong project.
Only do "quick fix" projects if essential. Diagnose the problem thoroughly -
Create a vision of what success will look like, and how it aligns with the organization's strategy, then share it with all stakeholders.
The devil is in the detail -
Avoid grandiose projects, especially those involving high-
Recognize and embrace complexity, and manage it, don't sweep it under the carpet. Over-
Probe the risks right from the start -
Research the risks and lessons learned from previous projects.
Clearly define the project objectives, and what makes the outcome “right” or fit for purpose. Unclear objectives mean disappointment when the project is complete, no matter how hard you work.
Clearly define the project's scope -
Create a realistic business case -
Be honest -
Agree the questions a feasibility phase must answer -
Be clear what the price metric is -
Be clear about uncertainties. This is a tricky one to convey, as Finance and the Executive like to work with certainties. We’re doing research into communicating this.
Look for synergies with other projects -
Plan well for benefits realization; use product-
Business risk is inherent in all project activities -
Keep looking ahead, don’t be nose to the grindstone -
Review the business case at planned points and be prepared to cancel the project or change it if the business case erodes. Has the market changed? Has the need gone away? Some projects become juggernauts, and keep going long past the point that they can possibly be a success e.g. Co-
Manage customer expectations. Most projects last long enough for there to be significant change during the delivery phase -
Before you go live, confirm that it is the right thing to do -
Getting it right is usually more important than on time or budget -
Customer satisfaction is the key arbiter of success -
Picking the right projects is vital if they are to be successful.
Many projects fail because they could never possibly succeed – they try to solve the wrong problem, or apply a solution that only partially solves the problem, or implement a solution that isn’t fit for purpose.
Often customer/sponsor expectations are unrealistic, budgets are set too low to get the project approved, and time scales are optimistic, with no contingency for problems.
Picking the right projects is a primary objective of project governance.