SHARPENING THE PENCIL ON
PROJECT MANAGEMENT
Lynette van Reenen
PROJECT MANAGER’S SAY WHAT?
https://www.youtube.com/watch?v=UBr3MM9_zd4
IT PROGRAMMES ARE NOW SO LARGE AND COMPLEX IT CAN BRING
WHOLE COMPANIES DOWN
• Design finished in 2001 –
difference in
development software
• More than 12 months
delay to market; 26%
drop in share price
• Resignation of Noel
Forgard
• Lord Chancellor’s
Department
• Courts computer system
• 328% over budget
• 167m USD
• Implementation of an
ERP system
• Cost more than $5
billion, 7 years to
implement
• Project crashed and
burned
HIGH FAILURE RATE OF IT PROJECTS
65-85% of IT
projects fail to meet
their objectives –
Portland Business
Journal
Failure rate of large
implementation are
50% higher than
small to mid size
projects - Gartner
Only 40% of
projects meet
schedule,
budget and
quality goals IBM
70% of
organizations have
suffered at least
one project failure
in the prior 12
months - KPMG
50% of
projects fail to
consistently
achieve what
they set out to
achieve - KPMG
Only 40% of
projects meet
schedule,
budget and
quality goals IBM
METHOD
Project
Integration
Management
Project
Stakeholder
Management
Project Scope
Management
Project
Procurement
Management
Project Time
Management
Project Risk
Management
Project Cost
Management
Project
Human
Resource
Management
Project
Quality
Management
LESSONS LEARNT FROM LARGE IT
PROJECT IMPLEMENTATIONS
• Project Scope Management
– Requirements
– Tools / Technology
– Complexity
• Project Time Management
– Estimates / Scheduling
• Project Human Resource Management
– Staffing
• Project Integration Management
– Plans and Controls
LESSONS LEARNT FROM LARGE IT
PROJECT IMPLEMENTATIONS
• Project Risk Management
– Identify vs. Manage
• Project Stakeholder Management
– Lack of direction
– Lack of commitment
– Lack of ownership
• Project Cost Management
– No cost targets
– No cost measures
– Costing of changes
INTERESTING READING
http://pragdave.me/blog/2014/03/04/time-tokill-agile/