Laker Card Project Evaluation
COMMENTS:
1) The Laker Card project team had a clear vision for the project with clear objectives
for adding features to make the laker card more accesable.
-allow transferring funds online to and from your bank.
-using their Laker card as if it were a gift card so that whatever is not covered by the
book money is charged to a credit card or money that is already on the card that the
student put on there and then coming to pick-up their purchase at the store.
2)The Laker Card project team had proper planning in order to come up with the
milestone for their sponsor
-The pilot survey will be created, distributed, and the results analyzed and both (survey
and analysis of results)
this survey was well prepared and was in an easy to read format(bar graph)
3)The Laker Card project team was very detailed in thier approach to geting the project
milestones complete.
4)The group meeting log should have been more detailed so that a sponsor could follow
along with their progress thus, rreceiving a 1.8.
5)Project Ownership recieved a 6 for completion. The Laker Card project team did a very
good job of assigning duties and had a clear point of communication within the group
found on the team member link within the site.
Did I find out what the user(s) needs? __no___
In the presentation, The Laker Card Group brought forth they’re own idea of extra features to the Laker
Card. In their survey, they didn’t poll users for the features that the students wanted.
Is failure acceptable? __yes___
If they project fails, Clayton State University does not suffer. They already have proven technology in
place for the Laker Card.
Do I have a concise vision? __yes___
The vision is clearly defined on the project website under project objectives.
Do I have attainable milestones? __yes___
All of the milestones stated on the Gantt chart meet the SMART criteria. They are:
Prepare schedule & cost baseline/ Submit survey and analysis to sponsor/ Submit ad flyers
Do I have prioritization of needs? __No___
In their presentation, nor their website, do they prioritize the added features in the event that all of the
new features can not be implemented.
Is everyone committed? __yes___
Since the Laker Card Project members stand to benefit from the added features, I feel they are totally
committed to seeing this project through to the end.
PROJECT SUCCESS POTENTIAL
For the purposes of project comparison, The Standish Group used the project success
criteria from the surveyed IT managers to create a success potential chart. The success
criteria were then weighted based on the input from the surveyed IT managers. The most
important critera, "user involvement", was given 19 success points while the least
important, "hard-working, focused staff" was given 3 success points. The table below
lists the criterion in order of importance with their appropriate success points.
SUCCESS CRITERIA
1. User Involvement
2. Executive Management
Support
3. Clear Statement of
Requirements
4. Proper Planning
5. Realistic Expectations
6. Smaller Project Milestones
7. Competent Staff
8. Ownership
9. Clear Vision & Objectives
10. Hard-Working, Focused
Staff
TOTAL
POINTS
19
16
15
11
10
9
8
6
3
3
100
In this COMPASS Report we look at the first level of detail.
User Involvement
First, find the right user or users. Look for users up and down the organization. Second, involve the user
(or users) early and often. Third, establish a quality relationship with the user(s) by keeping open lines of
communication throughout the life of the project. Fourth, make it easy for them to be involved in the
project. Last, but not least, talk to them and find out what they need. After all, the only reason the project
exists in the first place is because someone needs to use the business application when it is finished.
Do I have the right user(s)? ___yes__
Did I involve the user(s) early and often? _yes____
Do I have a quality user(s) relationship? _____
Do I make involvement easy? ___yes__
Did I find out what the user(s) needs? _yes____
For each question with a YES answer, add 3.8 points to the total project success potential score.
Total Points (not to exceed 19) _15.20____
Executive Management Support
First, find a key executive with a vested interest in the successful outcome of the project. Second, the key
executive must have a bottom line responsibility to his/her personal career. Third, the consequence of
failure is acceptable. Fourth, show the key executive a well-defined plan. Fifth and final, show the project
team has a stake in the project's success. In addition, allow for continuous communication with the key
executive in all aspects of the project as it moves through its life cycle.
Do I have the key executive(s)? _yes____
Does the key executive have a stake in the outcome? _____
Is failure acceptable? _yes____
Do I have a well defined plan? __yes___
Does the project team have a stake? __yes___
For each question with a YES answer, add 3.2 points to the total project success potential score.
Total Points (not to exceed 16) __12.80___
Developing a Clear Statement of Requirments
First, write a concise definition of the vision in the short-term, the mid-term and the long-term. Second,
write a functional cross-section analysis and allow for re-iteration. Third, develop a functional risk
assessment and management document. Develop a business case statement outlining return on
investment. Finally, define metrics, measurements, and milestones to determine success and/or the
completion of the project. Additionally, define what is not to be included in the project.
Do I have a concise vision? _yes____
Do I have a functional analysis? __yes___
Do I have a risk assessment? __yes___
Do I have a business case? ___yes__
Can I measure the project? _yes____
For each question with a YES answer, add 3 points to the total project success potential score.
Total Points (not to exceed 15) ___15__
Proper Planning
First, develop a brief formal problem or concept statement. This document should include a statement
describing the problem and the resulting benefit to the organization if the problem is solved. Second write
a requirements definition or concept solution document. This document is not the full specifications report,
but outlines possible solutions to the problem. Third, identify the proper personnel. In this regard, name
names and let these people know what their role is in the project. Have a firm start date and require the
personnel to be available on that date. Develop a firm functional specification. Do not let this document
promote scope creep, however it should allow for changing business requirements. Finally, develop a
project plan with attainable milestones and prioritization. One the attendees said that users want so much
out of their projects it is like "prioritizing an avalanche."
Do I have a problem statement? _yes____
Do I have a solution statement? __yes___
Do I have the right people? _yes____
Do I have a firm specification? _yes____
Do I have attainable milestones? __yes___
For each question with a YES answer, add 2.2 points to the total project success potential score.
Total Points (not to exceed 11)___11__
Setting Realistic Expectations
First, write a firm and clear specification document outlining a project that is attainable. You need to take
the time to write this document. To invoke the old saying "If you fail to plan ... then plan to fail." Second,
prioritize project needs. Eliminate most of the features that are "wanted" or "nice to have". One of the
attendees said that when a user insists on wanting too much she just nods, knowing she will deliver what
she can. We need to be clearer and sometimes braver, concentrating on and delivering only features that
are required. Third, develop smaller project milestones. Fourth, provide for change and manage the
change. Fifth, prototype the project.
Do I have clear specifications? __yes___
Do I have prioritization of needs? _____
Do I have small milestones? __yes___
Can I manage change? __yes___
Can I prototype? __yes___
For each question with a YES answer, add 2 points to the total project success potential score.
Total Points (not to exceed 10) ___8__
Small Project Milestones
In the majority of cases, 20% of a project's features will provide 80% of user benefits. The first thing is to
concentrate on the twenty percent. Second, create a top-down design by understanding the "big picture"
and breaking the project into manageable parts. Third, set a time limit on project milestones and deliver
what is completed in that time limit. Fourth, use prototyping tools. Fifth, measure, quantify and account
for the results.
Am I using the 80/20 rule? __yes___
Am I using a top-down design? __yes___
Am I setting time limits? ___yes__
Am I using a prototype tool? _tes____
Can I measure progress? ___yes__
For each question with a YES answer, add 1.8 points to the total project success potential score.
Total Points (not to exceed 9) __9___
Competent Staff
First, identify the skills required; such as an understanding of the business, leadership experience, and
technical knowledge. Second, recruit appropriately skilled people from both inside and out of the
company. Third, develop a well-structured and continuous training program. Fourth, provide and present
incentives such as career advancement, skill expansion, and of course money, either in the form of
bonuses and/or raises. Such incentives will insure the staff will be focused on the project and willing to
see it through to the end.
Do I know the skills required? ___yes__
Do I have the right people? __yes___
Do I have a training program? _____
Do I have incentives? _yes____
Will the staff see it through? ___yes__
For each question with a YES answer, add 1.6 points to the total project success potential score.
Total Points (not to exceed 8) _6.4____
Project Ownership
First, clearly define roles and responsibilities for each member of the project team. Second, define an
organizational model which supports the above accountability. Third, communicate the defined roles
throughout the corporation. Fourth, tie incentives to the project's success. Finally, get commitments from
each project participant, including users and key executives.
Do I have defined roles? __yes___
Do I have a defined organization? _yes____
Does everyone know their role? _yes____
Are incentives attached to success? ___yes__
Is everyone committed? _yes____
For each question with a YES answer, add 1.2 points to the total project success potential score.
Total Points (not to exceed 6) __6___
Clear Vision and Objectives
First, share the vision with all people and groups affected by the project. Second, be sure the objectives
align with corporate goals. Third, make sure the objectives are achievable. Fourth, create measurable
goals. Finally, install honest and continuous sanity checks.
Is the vision shared? __yes___
Is the vision aligned with company goals? __yes___
Are the objectives achievable? __yes___
Are the objectives measurable? __yes___
Do I have honest sanity checks? _____
For each question with a YES answer, add 0.6 points to the total project success potential score.
Total Points (not to exceed 3) __2.4___
Hard Working, Focused Staff
First, provide incentives for the staff such bonuses, raises or promotions. Second, have the staff
concentrate on quantifiable deliverables. Third, convey to each individual that they have part ownership in
the project. Fourth, communicate that each individual has a role, which is inclusive of functioning as a
team. Build a team that works well together. Finally, a proper plan with attainable results and milestones
will build confidence in the staff and keep them focused.
Are there incentives? _____
Are we concentrating on quantifiable deliverables? _____
Does each member have part ownership? __yes___
Does everyone work together? __yes___
Are we building confidence? _yes____
For each question with a YES answer, add 0.6 points to the total project success potential score.
Total Points (not to exceed 3) __1.8___
Calculate all of the points to achieve the final score.
The Success Potential for Project _____Laker Card_______________________ is _87_______.
1) The Laker Card project team had a clear vision for the project with clear objectives
for adding features to make the laker card more accesable.
-allow transferring funds online to and from your bank.
-using their Laker card as if it were a gift card so that whatever is not covered by the
book money is charged to a credit card or money that is already on the card that the
student put on there and then coming to pick-up their purchase at the store.
2)The Laker Card project team had proper planning in order to come up with the
milestone for their sponsor
-The pilot survey will be created, distributed, and the results analyzed and both (survey
and analysis of results)
this survey was well prepared and was in an easy to read format(bar graph)
3)The Laker Card project team was very detailed in thier approach to geting the project
milestones complete.
4)The group meeting log should have been more detailed so that a sponsor could follow
along with their progress thus, rreceiving a 1.8.
5)Project Ownership recieved a 6 for completion. The Laker Card project team did a very
good job of assigning duties and had a clear point of communication within the group
found on the team member link within the site.
PROJECT SUCCESS POTENTIAL FOR LAKER CARD FUNCTIONALITY PROJECT
For the purposes of project comparison, The Standish Group used the project success
criteria from the surveyed IT managers to create a success potential chart. The success
criteria were then weighted based on the input from the surveyed IT managers. The most
important criteria, "user involvement", was given 19 success points while the least
important, "hard-working, focused staff" was given 3 success points. The table below
lists the criterion for the Laker Card Functionality Project, according to JJWS, Inc.,
with their appropriate success points.
SUCCESS CRITERIA
1. User Involvement
2. Executive Management
Support
3. Clear Statement of
Requirements
4. Proper Planning
5. Realistic Expectations
6. Smaller Project Milestones
7. Competent Staff
8. Ownership
9. Clear Vision & Objectives
10. Hard-Working, Focused
Staff
TOTAL
LAKER
JJWS
CARD
ASSIGNED
PROJECT
MAXIMUM
ACTUAL
POINTS
POINTS
20
16
15
12
15
6
10
10
5
5
5
10
6
8
3
2
4
4
5
4
100
64
In this COMPASS Report we look at the first level of detail.
User Involvement
First, find the right user or users. Look for users up and down the organization. Second, involve the user
(or users) early and often. Third, establish a quality relationship with the user(s) by keeping open lines of
communication throughout the life of the project. Fourth, make it easy for them to be involved in the
project. Last, but not least, talk to them and find out what they need. After all, the only reason the project
exists in the first place is because someone needs to use the business application when it is finished.
Do I have the right user(s)? __yes___
Did I involve the user(s) early and often? __yes___
Do I have a quality user(s) relationship? __yes__
Do I make involvement easy? __yes___
Did I find out what the user(s) needs? __no___
In the presentation, The Laker Card Group brought forth they’re own idea of extra features to the Laker
Card. In their survey, they didn’t poll users for the features that the students wanted.
For each question with a YES answer, add 4 points to the total project success potential score.
Total Points (not to exceed 20) __16___
Executive Management Support
First, find a key executive with a vested interest in the successful outcome of the project. Second, the key
executive must have a bottom line responsibility to his/her personal career. Third, the consequence of
failure is acceptable. Fourth, show the key executive a well-defined plan. Fifth and final, show the project
team has a stake in the project's success. In addition, allow for continuous communication with the key
executive in all aspects of the project as it moves through its life cycle.
Do I have the key executive(s)? __yes___
Does the key executive have a stake in the outcome? __no___
Is failure acceptable? __yes___
If they project fails, Clayton State University does not suffer. They already have proven technology in
place for the Laker Card.
Do I have a well defined plan? __yes___
Does the project team have a stake? __yes___
For each question with a YES answer, add 3 points to the total project success potential score.
Total Points (not to exceed 15) __12___
Developing a Clear Statement of Requirements
First, write a concise definition of the vision in the short-term, the mid-term and the long-term. Second,
write a functional cross-section analysis and allow for re-iteration. Third, develop a functional risk
assessment and management document. Develop a business case statement outlining return on
investment. Finally, define metrics, measurements, and milestones to determine success and/or the
completion of the project. Additionally, define what is not to be included in the project.
Do I have a concise vision? __yes___
The vision is clearly defined on the project website under project objectives.
Do I have a functional analysis? __no___
Do I have a risk assessment? __no___
Do I have a business case? __no___
Can I measure the project? __yes___
For each question with a YES answer, add 3 points to the total project success potential score.
Total Points (not to exceed 15) __6___
Proper Planning
First, develop a brief formal problem or concept statement. This document should include a statement
describing the problem and the resulting benefit to the organization if the problem is solved. Second write
a requirements definition or concept solution document. This document is not the full specifications report,
but outlines possible solutions to the problem. Third, identify the proper personnel. In this regard, name
names and let these people know what their role is in the project. Have a firm start date and require the
personnel to be available on that date. Develop a firm functional specification. Do not let this document
promote scope creep, however it should allow for changing business requirements. Finally, develop a
project plan with attainable milestones and prioritization. One the attendees said that users want so much
out of their projects it is like "prioritizing an avalanche."
Do I have a problem statement? __Yes___
Do I have a solution statement? __Yes___
Do I have the right people? __no___
Do I have a firm specification? __no___
Do I have attainable milestones? __yes___
All of the milestones stated on the Gantt chart meet the SMART criteria. They are:
Prepare schedule & cost baseline/ Submit survey and analysis to sponsor/ Submit ad flyers
For each question with a YES answer, add 2 points to the total project success potential score.
Total Points (not to exceed 10)__6___
Setting Realistic Expectations
First, write a firm and clear specification document outlining a project that is attainable. You need to take
the time to write this document. To invoke the old saying "If you fail to plan ... then plan to fail." Second,
prioritize project needs. Eliminate most of the features that are "wanted" or "nice to have". One of the
attendees said that when a user insists on wanting too much she just nods, knowing she will deliver what
she can. We need to be clearer and sometimes braver, concentrating on and delivering only features that
are required. Third, develop smaller project milestones. Fourth, provide for change and manage the
change. Fifth, prototype the project.
Do I have clear specifications? __yes___
Do I have prioritization of needs? __No___
In their presentation, nor their website, do they prioritize the added features in the event that all of the
new features can not be implemented.
Do I have small milestones? __yes___
Can I manage change? __yes___
Can I prototype? __yes___
For each question with a YES answer, add 2 points to the total project success potential score.
Total Points (not to exceed 10) _____
Small Project Milestones
In the majority of cases, 20% of a project's features will provide 80% of user benefits. The first thing is to
concentrate on the twenty percent. Second, create a top-down design by understanding the "big picture"
and breaking the project into manageable parts. Third, set a time limit on project milestones and deliver
what is completed in that time limit. Fourth, use prototyping tools. Fifth, measure, quantify and account
for the results.
Am I using the 80/20 rule? __yes___
Am I using a top-down design? __no___
Am I setting time limits? __yes___
Am I using a prototype tool? __no___
Can I measure progress? __yes___
For each question with a YES answer, add 1 point to the total project success potential score.
Total Points (not to exceed 5) __3___
Competent Staff
First, identify the skills required; such as an understanding of the business, leadership experience, and
technical knowledge. Second, recruit appropriately skilled people from both inside and out of the
company. Third, develop a well-structured and continuous training program. Fourth, provide and present
incentives such as career advancement, skill expansion, and of course money, either in the form of
bonuses and/or raises. Such incentives will insure the staff will be focused on the project and willing to
see it through to the end.
Do I know the skills required? __no___
Do I have the right people? __no___
Do I have a training program? __no___
Do I have incentives? __yes___
Will the staff see it through? __yes___
For each question with a YES answer, add 1 point to the total project success potential score.
Total Points (not to exceed 5) __2___
Project Ownership
First, clearly define roles and responsibilities for each member of the project team. Second, define an
organizational model which supports the above accountability. Third, communicate the defined roles
throughout the corporation. Fourth, tie incentives to the project's success. Finally, get commitments from
each project participant, including users and key executives.
Do I have defined roles? __yes___
Do I have a defined organization? __yes___
Does everyone know their role? __yes___
Are incentives attached to success? __no___
Is everyone committed? __yes___
Since the Laker Card Project members stand to benefit from the added features, I feel they are totally
committed to seeing this project through to the end.
For each question with a YES answer, add 1 points to the total project success potential score.
Total Points (not to exceed 5) __4___
Clear Vision and Objectives
First, share the vision with all people and groups affected by the project. Second, be sure the objectives
align with corporate goals. Third, make sure the objectives are achievable. Fourth, create measurable
goals. Finally, install honest and continuous sanity checks.
Is the vision shared? __no___
Is the vision aligned with company goals? __no___
Are the objectives achievable? __yes___
Are the objectives measurable? __yes___
Do I have honest sanity checks? __no___
For each question with a YES answer, add 2 points to the total project success potential score.
Total Points (not to exceed 10) __4___
Hard Working, Focused Staff
First, provide incentives for the staff such bonuses, raises or promotions. Second, have the staff
concentrate on quantifiable deliverables. Third, convey to each individual that they have part ownership in
the project. Fourth, communicate that each individual has a role, which is inclusive of functioning as a
team. Build a team that works well together. Finally, a proper plan with attainable results and milestones
will build confidence in the staff and keep them focused.
Are there incentives? __no___
Are we concentrating on quantifiable deliverables? __yes___
Does each member have part ownership? __yes___
Does everyone work together? __yes___
Are we building confidence? __yes___
For each question with a YES answer, add 1 point to the total project success potential score.
Total Points (not to exceed 5) __4___
Calculate all of the points to achieve the final score.
The Success Potential for Project __Online Laker Card Integration___ is ___64______.
PROJECT SUCCESS POTENTIAL FOR LAKER CARD FUNCTIONALITY PROJECT
PREPARED BY JJWS, INC.
For the purposes of project comparison, The Standish Group used the project success
criteria from the surveyed IT managers to create a success potential chart. The success
criteria were then weighted based on the input from the surveyed IT managers. The most
important criteria, "user involvement", was given 19 success points while the least
important, "hard-working, focused staff" was given 3 success points. The table below
lists the criterion for the Laker Card Functionality Project, according to JJWS, Inc.,
with their appropriate success points.
SUCCESS CRITERIA
1. User Involvement
2. Executive Management
Support
3. Clear Statement of
Requirements
4. Proper Planning
5. Realistic Expectations
6. Smaller Project Milestones
7. Competent Staff
8. Ownership
9. Clear Vision & Objectives
10. Hard-Working, Focused
Staff
TOTAL
LAKER
JJWS
CARD
ASSIGNED
PROJECT
MAXIMUM
ACTUAL
POINTS
POINTS
20
20
12
15
15
10
10
5
5
5
10
5
100
12
10
10
5
5
5
10
4
93
In this COMPASS Report we look at the first level of detail.
User Involvement
First, find the right user or users. Look for users up and down the organization. Second, involve the user
(or users) early and often. Third, establish a quality relationship with the user(s) by keeping open lines of
communication throughout the life of the project. Fourth, make it easy for them to be involved in the
project. Last, but not least, talk to them and find out what they need. After all, the only reason the project
exists in the first place is because someone needs to use the business application when it is finished.
Do I have the right user(s)? __yes___
Did I involve the user(s) early and often? _yes____
Do I have a quality user(s) relationship? ___yes__
Do I make involvement easy? __yes___
Did I find out what the user(s) needs? __yes___
For each question with a YES answer, add 4 points to the total project success potential score.
Total Points (not to exceed 20) __20___
Executive Management Support
First, find a key executive with a vested interest in the successful outcome of the project. Second, the key
executive must have a bottom line responsibility to his/her personal career. Third, the consequence of
failure is acceptable. Fourth, show the key executive a well-defined plan. Fifth and final, show the project
team has a stake in the project's success. In addition, allow for continuous communication with the key
executive in all aspects of the project as it moves through its life cycle.
Do I have the key executive(s)? _yes____
Does the key executive have a stake in the outcome? __yes___
Is failure acceptable? _no____
Do I have a well defined plan? ___yes__
Does the project team have a stake? _yes____
For each question with a YES answer, add 3 points to the total project success potential score.
Total Points (not to exceed 15) __12___
Developing a Clear Statement of Requirements
First, write a concise definition of the vision in the short-term, the mid-term and the long-term. Second,
write a functional cross-section analysis and allow for re-iteration. Third, develop a functional risk
assessment and management document. Develop a business case statement outlining return on
investment. Finally, define metrics, measurements, and milestones to determine success and/or the
completion of the project. Additionally, define what is not to be included in the project.
Do I have a concise vision? ___yes__
Do I have a functional analysis? __yes___
Do I have a risk assessment? __no___
Do I have a business case? __yes___
Can I measure the project? __yes___
For each question with a YES answer, add 3 points to the total project success potential score.
Total Points (not to exceed 15) _12____
Proper Planning
First, develop a brief formal problem or concept statement. This document should include a statement
describing the problem and the resulting benefit to the organization if the problem is solved. Second write
a requirements definition or concept solution document. This document is not the full specifications report,
but outlines possible solutions to the problem. Third, identify the proper personnel. In this regard, name
names and let these people know what their role is in the project. Have a firm start date and require the
personnel to be available on that date. Develop a firm functional specification. Do not let this document
promote scope creep, however it should allow for changing business requirements. Finally, develop a
project plan with attainable milestones and prioritization. One the attendees said that users want so much
out of their projects it is like "prioritizing an avalanche."
Do I have a problem statement? __yes___
Do I have a solution statement? __yes___
Do I have the right people? __yes___
Do I have a firm specification? __yes___
Do I have attainable milestones? _yes____
For each question with a YES answer, add 2 points to the total project success potential score.
Total Points (not to exceed 10)__10___
Setting Realistic Expectations
First, write a firm and clear specification document outlining a project that is attainable. You need to take
the time to write this document. To invoke the old saying "If you fail to plan ... then plan to fail." Second,
prioritize project needs. Eliminate most of the features that are "wanted" or "nice to have". One of the
attendees said that when a user insists on wanting too much she just nods, knowing she will deliver what
she can. We need to be clearer and sometimes braver, concentrating on and delivering only features that
are required. Third, develop smaller project milestones. Fourth, provide for change and manage the
change. Fifth, prototype the project.
Do I have clear specifications? ___yes__
Do I have prioritization of needs? __yes___
Do I have small milestones? ___yes__
Can I manage change? ___yes__
Can I prototype? __yes___
For each question with a YES answer, add 2 points to the total project success potential score.
Total Points (not to exceed 10) ___10__
Small Project Milestones
In the majority of cases, 20% of a project's features will provide 80% of user benefits. The first thing is to
concentrate on the twenty percent. Second, create a top-down design by understanding the "big picture"
and breaking the project into manageable parts. Third, set a time limit on project milestones and deliver
what is completed in that time limit. Fourth, use prototyping tools. Fifth, measure, quantify and account
for the results.
Am I using the 80/20 rule? __yes___
Am I using a top-down design? ___yes__
Am I setting time limits? _yes____
Am I using a prototype tool? ___yes__
Can I measure progress? ___yes__
For each question with a YES answer, add 1 point to the total project success potential score.
Total Points (not to exceed 5) __5___
Competent Staff
First, identify the skills required; such as an understanding of the business, leadership experience, and
technical knowledge. Second, recruit appropriately skilled people from both inside and out of the
company. Third, develop a well-structured and continuous training program. Fourth, provide and present
incentives such as career advancement, skill expansion, and of course money, either in the form of
bonuses and/or raises. Such incentives will insure the staff will be focused on the project and willing to
see it through to the end.
Do I know the skills required? ___yes__
Do I have the right people? __yes___
Do I have a training program? __yes___
Do I have incentives? __yes___
Will the staff see it through? ___yes__
For each question with a YES answer, add 1 point to the total project success potential score.
Total Points (not to exceed 5) ___5__
Project Ownership
First, clearly define roles and responsibilities for each member of the project team. Second, define an
organizational model which supports the above accountability. Third, communicate the defined roles
throughout the corporation. Fourth, tie incentives to the project's success. Finally, get commitments from
each project participant, including users and key executives.
Do I have defined roles? _yes____
Do I have a defined organization? __yes___
Does everyone know their role? __yes___
Are incentives attached to success? __yes___
Is everyone committed? __yes___
For each question with a YES answer, add 1 points to the total project success potential score.
Total Points (not to exceed 5) _5____
Clear Vision and Objectives
First, share the vision with all people and groups affected by the project. Second, be sure the objectives
align with corporate goals. Third, make sure the objectives are achievable. Fourth, create measurable
goals. Finally, install honest and continuous sanity checks.
Is the vision shared? __yes___
Is the vision aligned with company goals? __yes___
Are the objectives achievable? __yes___
Are the objectives measurable? __yes___
Do I have honest sanity checks? _yes____
For each question with a YES answer, add 2 points to the total project success potential score.
Total Points (not to exceed 10) __10___
Hard Working, Focused Staff
First, provide incentives for the staff such bonuses, raises or promotions. Second, have the staff
concentrate on quantifiable deliverables. Third, convey to each individual that they have part ownership in
the project. Fourth, communicate that each individual has a role, which is inclusive of functioning as a
team. Build a team that works well together. Finally, a proper plan with attainable results and milestones
will build confidence in the staff and keep them focused.
Are there incentives? __no___
Are we concentrating on quantifiable deliverables? __yes___
Does each member have part ownership? __yes___
Does everyone work together? _yes____
Are we building confidence? _yes____
For each question with a YES answer, add 1 point to the total project success potential score.
Total Points (not to exceed 5) __4___
Calculate all of the points to achieve the final score.
The Success Potential for Project Laker Card Functionality is 93.
PROJECT SUCCESS POTENTIAL FOR LAKER CARD FUNCTIONALITY PROJECT
For the purposes of project comparison, The Standish Group used the project success
criteria from the surveyed IT managers to create a success potential chart. The success
criteria were then weighted based on the input from the surveyed IT managers. The most
important criteria, "user involvement", was given 19 success points while the least
important, "hard-working, focused staff" was given 3 success points. The table below
lists the criterion for the Laker Card Functionality Project, according to JJWS, Inc.,
with their appropriate success points.
SUCCESS CRITERIA
1. User Involvement
2. Executive Management
LAKER
JJWS
CARD
ASSIGNED
PROJECT
MAXIMUM
ACTUAL
POINTS
POINTS
20
20
15
15
Support
3. Clear Statement of
Requirements
4. Proper Planning
5. Realistic Expectations
6. Smaller Project Milestones
7. Competent Staff
8. Ownership
9. Clear Vision & Objectives
10. Hard-Working, Focused
Staff
TOTAL
15
10
10
5
5
5
10
5
100
15
8
10
5
3
4
10
4
95
In this COMPASS Report we look at the first level of detail.
User Involvement
First, find the right user or users. Look for users up and down the organization. Second, involve the user
(or users) early and often. Third, establish a quality relationship with the user(s) by keeping open lines of
communication throughout the life of the project. Fourth, make it easy for them to be involved in the
project. Last, but not least, talk to them and find out what they need. After all, the only reason the project
exists in the first place is because someone needs to use the business application when it is finished.
Do I have the right user(s)? 4
Did I involve the user(s) early and often? 4
Do I have a quality user(s) relationship? 4
Do I make involvement easy? 4
Did I find out what the user(s) needs? 4
For each question with a YES answer, add 4 points to the total project success potential score.
Total Points (not to exceed 20) 20
Executive Management Support
First, find a key executive with a vested interest in the successful outcome of the project. Second, the key
executive must have a bottom line responsibility to his/her personal career. Third, the consequence of
failure is acceptable. Fourth, show the key executive a well-defined plan. Fifth and final, show the project
team has a stake in the project's success. In addition, allow for continuous communication with the key
executive in all aspects of the project as it moves through its life cycle.
Do I have the key executive(s)? 3
Does the key executive have a stake in the outcome? 3
Is failure acceptable? 3
Do I have a well defined plan? 3
Does the project team have a stake? 3
For each question with a YES answer, add 3 points to the total project success potential score.
Total Points (not to exceed 15) 15
Developing a Clear Statement of Requirements
First, write a concise definition of the vision in the short-term, the mid-term and the long-term. Second,
write a functional cross-section analysis and allow for re-iteration. Third, develop a functional risk
assessment and management document. Develop a business case statement outlining return on
investment. Finally, define metrics, measurements, and milestones to determine success and/or the
completion of the project. Additionally, define what is not to be included in the project.
Do I have a concise vision? 3
Do I have a functional analysis? 3
Do I have a risk assessment? 3
Do I have a business case? 3
Can I measure the project? 3
For each question with a YES answer, add 3 points to the total project success potential score.
Total Points (not to exceed 15) 15
Proper Planning
First, develop a brief formal problem or concept statement. This document should include a statement
describing the problem and the resulting benefit to the organization if the problem is solved. Second write
a requirements definition or concept solution document. This document is not the full specifications report,
but outlines possible solutions to the problem. Third, identify the proper personnel. In this regard, name
names and let these people know what their role is in the project. Have a firm start date and require the
personnel to be available on that date. Develop a firm functional specification. Do not let this document
promote scope creep, however it should allow for changing business requirements. Finally, develop a
project plan with attainable milestones and prioritization. One the attendees said that users want so much
out of their projects it is like "prioritizing an avalanche."
Do I have a problem statement? 1
Do I have a solution statement? 1
Do I have the right people? 2
Do I have a firm specification? 2
Do I have attainable milestones? 2
For each question with a YES answer, add 2 points to the total project success potential score.
Total Points (not to exceed 10) 8
Setting Realistic Expectations
First, write a firm and clear specification document outlining a project that is attainable. You need to take
the time to write this document. To invoke the old saying "If you fail to plan ... then plan to fail." Second,
prioritize project needs. Eliminate most of the features that are "wanted" or "nice to have". One of the
attendees said that when a user insists on wanting too much she just nods, knowing she will deliver what
she can. We need to be clearer and sometimes braver, concentrating on and delivering only features that
are required. Third, develop smaller project milestones. Fourth, provide for change and manage the
change. Fifth, prototype the project.
Do I have clear specifications? 2
Do I have prioritization of needs? 2
Do I have small milestones? 2
Can I manage change? 2
Can I prototype? 2
For each question with a YES answer, add 2 points to the total project success potential score.
Total Points (not to exceed 10) 10
Small Project Milestones
In the majority of cases, 20% of a project's features will provide 80% of user benefits. The first thing is to
concentrate on the twenty percent. Second, create a top-down design by understanding the "big picture"
and breaking the project into manageable parts. Third, set a time limit on project milestones and deliver
what is completed in that time limit. Fourth, use prototyping tools. Fifth, measure, quantify and account
for the results.
Am I using the 80/20 rule? 1
Am I using a top-down design? 1
Am I setting time limits? 1
Am I using a prototype tool? 1
Can I measure progress? 1
For each question with a YES answer, add 1 point to the total project success potential score.
Total Points (not to exceed 5) 5
Competent Staff
First, identify the skills required; such as an understanding of the business, leadership experience, and
technical knowledge. Second, recruit appropriately skilled people from both inside and out of the
company. Third, develop a well-structured and continuous training program. Fourth, provide and present
incentives such as career advancement, skill expansion, and of course money, either in the form of
bonuses and/or raises. Such incentives will insure the staff will be focused on the project and willing to
see it through to the end.
Do I know the skills required? 1
Do I have the right people? 1
Do I have a training program? 0
Do I have incentives? 0
Will the staff see it through? 1
For each question with a YES answer, add 1 point to the total project success potential score.
Total Points (not to exceed 5) 3
Project Ownership
First, clearly define roles and responsibilities for each member of the project team. Second, define an
organizational model which supports the above accountability. Third, communicate the defined roles
throughout the corporation. Fourth, tie incentives to the project's success. Finally, get commitments from
each project participant, including users and key executives.
Do I have defined roles? 1
Do I have a defined organization? 1
Does everyone know their role? 1
Are incentives attached to success? 0
Is everyone committed? 1
For each question with a YES answer, add 1 points to the total project success potential score.
Total Points (not to exceed 5) 4
Clear Vision and Objectives
First, share the vision with all people and groups affected by the project. Second, be sure the objectives
align with corporate goals. Third, make sure the objectives are achievable. Fourth, create measurable
goals. Finally, install honest and continuous sanity checks.
Is the vision shared? 2
Is the vision aligned with company goals? 2
Are the objectives achievable? 2
Are the objectives measurable? 2
Do I have honest sanity checks? 2
For each question with a YES answer, add 2 points to the total project success potential score.
Total Points (not to exceed 10) 10
Hard Working, Focused Staff
First, provide incentives for the staff such bonuses, raises or promotions. Second, have the staff
concentrate on quantifiable deliverables. Third, convey to each individual that they have part ownership in
the project. Fourth, communicate that each individual has a role, which is inclusive of functioning as a
team. Build a team that works well together. Finally, a proper plan with attainable results and milestones
will build confidence in the staff and keep them focused.
Are there incentives? 0
Are we concentrating on quantifiable deliverables? 1
Does each member have part ownership? 1
Does everyone work together? 1
Are we building confidence? 1
For each question with a YES answer, add 1 point to the total project success potential score.
Total Points (not to exceed 5) 4
Calculate all of the points to achieve the final score.
The Success Potential for Project LAKER CARD is 95