That’s it, this time your Singapore Phone Number List is well planted: You have exploded your budget (or your re-forecast of landing leaves no doubt as to a significant slip – between 100 to 200% of slip on average according to the Chaos report of the Standish Group) Your pilot site, or your showcase site shows that the needs have been poorly expressed, badly treated or mistreated or even no one is there There where you had to deliver in 6 months we are 2 years later and your future product is still not in production 1, 2 or 3 of the cases cited below (or less serious variants but basically that’s about it) You have analyzed the project, read Philippe’s article on

should we finish it or should we save it , have watched the video on sunk costs 3 times , and you are sure of yourself, it is more interesting to save the project rather than complete it. Fine, but how do you do it? Obtain an objective and clear vision of the project situation and the causes of the failure Do continuous improvement or adopt a “breakthrough” strategy? Breaking strategy: how to do it? Obtain an objective and clear vision of the project situation and the causes of the failure The helicopter can step back and dive to an identified point There are 2 very simple methods for this: either classic: have the project carried out,

You Have To Show That You Have

generally by a third party independent of the existing actors of the project, but it can also be an audit carried out by a consulting firm involved in the project (if it is really a consulting firm independent and not an annex of a large ESN). Use this method when the information reported on the project is contradictory and in particular the information reported by the field and relayed by the various senior executives who generally only wish the project manager good, it is well known. the other method is to scan for common causes of project failure and see if your project fits into these cases. You should know that the causes of IT project


failures are very often the same and fall into categories that you can find in the Chaos report of the Standish group. In descending order of importance: Insufficient user involvement Lack of management sponsorship Insufficient or unskilled resources Unrealistic expectations Changing need / poorly framed / poorly managed Error or lack of technological mastery It is therefore very possible that simply with these 6 categories you already have a sufficient reading grid to know what was lacking in your project. Do continuous improvement or adopt a “breakthrough” strategy? Rupture? or continuous improvement? Again it is very simple.

With Or Without Independent Third-party Advice

Continuous improvement to straighten out a project only works if you have had a good quality audit carried out, that the conclusions are final and shared by all, and of course that it appears in the recommendations that a few adjustments are sufficient to restore the project on the right track. This happens, especially in very political contexts or in contexts of decentralized organizations (indeed in these organizations the Arab telephone and the network effects are working at full capacity and can easily generate storms in glasses of water) In all other cases, you will have to mark the change (ie “exaggerate the break”) to show everyone that

the project is going to require energy and commitment to get back on track. Breaking strategy: how to do it? Why What Where When How… You have to show that you have understood the problem and that things will start again on a new basis. One of the ways of doing this is to call on an independent consulting firm to frame, reframe the project. Why is it generally effective: because this firm is not a stakeholder in the project, has no interest in it and is only objectified on the success of the reframing mission. There will be no ulterior motive to recover the project afterwards since it is generally not his job. With or without independent third-party advice, your reframing should focus on restoring or clarifying: The challenges and objectives of the

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