®

The Seven Deadly Sins of Project Management
PMI-ISSIG Webinar PMI-ISSIG Webinar
Presented By Presented By Gopal K. Kapur, President Gopal K. Kapur, President

Center for Project Management® Center for Project Management® One Annabel Lane, Suite 108 One Annabel Lane, Suite 108 San Ramon, CA 94583 San Ramon, CA 94583
gkapur@center4pm.com gkapur@center4pm.com www.center4pm.com www.center4pm.com
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© 1995 Center for Project Management® Rev: December 8, 2003

State Of IT Project Management
®

“The “whisper number” (the one no one likes to publicly acknowledge) for annual IT waste is around $75 billion. These are the dollars spent yearly on failed IT projects.” Thornton May, Save the
Suits From Themselves, Computerworld, March 10, 2003, pp. 21.

© 1995 Center for Project Management® Rev: December 8, 2003

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7 Deadly Sins
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1. 2. 3. 4. 5.

Mistaking Half-Baked Ideas for Projects Inadequate Due Diligence Ineffective Sponsorship Under Skilled Project Managers Lack of a Robust Project Management Process 6. Not Monitoring the Vital Signs 7. Absence of a Comprehensive Project Portfolio
© 1995 Center for Project Management® Rev: December 8, 2003

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Sin 1: Half-Baked Ideas as Projects
®

EXEC
H-B Idea
Deadline

Manager

PM

T

E

A

M

Progressive Regression Progressive Regression
© 1995 Center for Project Management® Rev: December 8, 2003

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© 1995 Center for Project Management® Rev: December 8. 2003 5 . Questions designed to filter out half-baked ideas.Filter Half-Baked Ideas ® 1 2 3 4 5 6 7 8 Which specific strategy is the project linked to? What are the key objectives? What is the value-to-business? How realistic are the key assumptions? Are the measures of success quantified? What are the shut down conditions? How realistic is the deadline? What are the implications of doing nothing? Questions designed to filter out half-baked ideas.

2003 6 . Project managers find it difficult to bring up the issue of canceling a project. © 1995 Center for Project Management® Rev: December 8. Seeds of failure are sown.Filter Half-Baked Ideas – Problems ® Sponsors and project managers don’t really talk to each other. Most sponsors are too busy to spend any time with their project managers. Sponsors don’t like to be questioned. Seeds of failure are sown.

2003 7 . ® Routinely 1 Most Often 2 5 13% Often 3 Sometimes 4 Rarely 5 1 1% 2 20% 4 17% 3 49% Data was collected at the SF-PMI May 2003 Regional Conference. Data was collected at the SF-PMI May 2003 Regional Conference.There is an effective project management process that filters half-baked ideas from viable projects. © 1995 Center for Project Management® Rev: December 8.

Sutton.” Robert I. products and services are flops – even during the best of times.Stanford University. Reason: Lack of due diligence. CIO Insight. pp.Sin 2: Inadequate Due Diligence ® “Hundreds of careful studies show that most new companies. October 2001. 2003 8 . Reason: Lack of due diligence. 47. © 1995 Center for Project Management® Rev: December 8.

2003 9 .Stakeholders ® Policy Implementation Project Project Management Customers End-users © 1995 Center for Project Management® Rev: December 8.

Policy-Level Stakeholders ® SH Comatose SH Champion Nemesis SH Project Sponsor SH Champion SH Neutral Those who “shape” the project. 2003 10 . Those who “shape” the project. © 1995 Center for Project Management® Rev: December 8.

2003 11 . © 1995 Center for Project Management® Rev: December 8.Implementation-Level Stakeholders ® SH Comatose SH Champion SH Nemesis Project SH Nemesis Expectations Degree of Change Level of Readiness SH Champion SH Neutral Those who will be “shaped” by the project. Those who will be “shaped” by the project.

© 1995 Center for Project Management® Rev: December 8. 2003 12 . Data was collected at the SF-PMI May 2003 Regional Conference.Project proposals undergo appropriate and effective levels of due diligence. ® Routinely 1 Most Often 2 Often 3 Sometimes 4 Rarely 5 1 1% 5 24% 2 9% 3 25% 4 41% Data was collected at the SF-PMI May 2003 Regional Conference.

Sin 3: Ineffective Sponsorship ® Commitment of “political capital” Commitment of personal time Commitment of resources Sponsorship means more than Sponsorship means more than approving the budget. It means having one’s “skin” in the game. 2003 13 . It means having approving the budget. one’s “skin” in the game. © 1995 Center for Project Management® Rev: December 8.

and budgets • Ensure sustained buy-in • Clear road blocks (obstacles) • Ensure timely availability of resources • Review project progress • Ensure that project benefits are realized © 1995 Center for Project Management® Rev: December 8. schedules.Role of the Sponsor . 14 . 2003 The sponsor The sponsor should be should be able to make able to make 80% of all 80% of all decisions decisions without without having to get having to get approval from approval from higher ups.A Partial List ® • Provide guidance and direction for key business strategies • Understand project complexity • Empower the project manager • Champion the project and the team • Formally manage the project scope • Approve plans. higher ups.

Project Manager’s Lament ® My sponsor done left me. Inflatable Sponsor! Inflatable Sponsor! © 1995 Center for Project Management® Rev: December 8. don’t come round no more. 2003 15 .

and resources to their projects.Sponsors in my organization commit their political capital. 2003 16 . ® Routinely 1 Most Often 2 Often 3 Sometimes 4 Rarely 5 5 9% 1 6% 2 13% 4 36% 3 36% Data was collected at the SF-PMI May 2003 Regional Conference. Data was collected at the SF-PMI May 2003 Regional Conference. personal time. © 1995 Center for Project Management® Rev: December 8.

2003 17 . Journal of Information Systems. Fall 2000.Sin 4: Under Skilled Project Managers ® Poor project management is a leading cause of project failure. Sosik. Journal of Exploratory Study. © 1995 Center for Project Management® Rev: December 8. Information Systems. Fall 2000. Sosik.” Effy Oz and John J. “Why Information System Projects are Abandoned: “Why Information System Projects are Abandoned: A Leadership and Communication Theory and A Leadership and Communication Theory and Exploratory Study.” Effy Oz and John J.

Project Manager Skills Survey .47 PMs ® Developing Comprehensive Project Plans Developing Realistic Estimates & Sched. Tracking Project Progress Managing Expectations Managing The Team (Leadership) Negotiation Skills Skill Gap Skill Gap Project Complexity Skill Gap Skill Gap Skill Gap Skill Gap 0 Novice 1 2 3 4 Expert © 1995 Center for Project Management® Rev: December 8. 2003 .

Computerworld. August 11.Under Skilled Project Managers ® “More than 75% of 219 IT executives interviewed earlier this year by Meta Group Inc. But relatively few companies offer formal IT project management training…” Thomas Hoffman. © 1995 Center for Project Management® Rev: December 8. indicated that a lack of inhouse project management skills is a major workforce issue for them. 2003 19 . pp. 2003. 16.

Data was collected at the SF-PMI May 2003 Regional Conference. ® Routinely 1 Most Often 2 Often 3 1 2 2% 4% Sometimes 4 Rarely 5 5 39% 3 26% 4 29% Data was collected at the SF-PMI May 2003 Regional Conference. © 1995 Center for Project Management® Rev: December 8. 2003 20 .Project managers in my organization have the necessary skills to do their jobs effectively and efficiently.

2003 21 .Under Skilled PMs .Typical Solution ® Acquire a site license for a project management software package – Powerful tools – Uneducated project managers Mounting afterburners on a mule. Mounting afterburners on a mule. © 1995 Center for Project Management® Rev: December 8.

2003 22 .PM Skills Development Program ® Comprehensive Education and Training Challenging Job Assignments Non-judgmental Mentoring Professional Certification © 1995 Center for Project Management® Rev: December 8.

2003 23 . 33 Steps Scalable Model Scalable Model © 1995 Center for Project Management® Rev: December 8. 33 Steps 6 Stages.Sin 5: Lack of a Robust PM Process ® Project Process Architecture™ (PPA ™ )) Project Process Architecture™ (PPA ™ Vision Idea Pre Launch Launch Execute Implement Operation Project Request Project Charter Plans & Estimates Schedule & Track Completed Project Production 6 Stages.

2003 . Project Request √ √ Recommended for all projects √ Recommended for all projects 24 © 1995 Center for Project Management® Rev: December 8.Project Process Architecture™ ® Vision Idea Project Request 1. Idea Statement √ 2.

Project Process Architecture™ ® Project Request √ Pre-Launch 10. Impact Assessment 9. Project Description Intra-Project Priorities Stakeholder Assessment Complexity Assessment Policies. √ 6. Procedures 8. √ 12. Project Size Estimate √ 15. 11. 2003 25 . √ 4. Project Charter © 1995 Center for Project Management® Rev: December 8. 7. Standards. Constraints and Obstacles Stability Assessment Issues Risk Assessment Preliminary Scope Statement √ 14. √ Project Charter 3. √ 5. 13.

2003 26 . Prototyping Plan √ 20. Project Organization √ 18. √ 25. Project Staging Launch Plans & Estimates √ 22. Task Plan 19. 24. Organization Change Management Plan 21. Staffing Plan √ 17. Communications Plan Project Notebook Detailed Estimates Project Plan Review & Budget Approval © 1995 Center for Project Management® Rev: December 8.Project Process Architecture™ ® Project Charter √ 16. Scope Management Plan 23. √ 26.

effort and time is spent in this stage.Project Process Architecture™ ® Plans & Estimates √ Execute Schedule & Track 27. 2003 27 . © 1995 Center for Project Management® Rev: December 8. Progress Review and Control Between 60 to 70 percent of project Between 60 to 70 percent of project effort and time is spent in this stage. Schedules √ 28.

Project Process Architecture™ ® Schedule & Track Implement Completed Project √ 29. 2003 28 . Project Implementation and Closure 30. Process Assessment © 1995 Center for Project Management® Rev: December 8.

Project Process Architecture™ ® Completed Project √ √ √ Operation Production 31. Value-to-Business Assessment 32. 2003 29 . Operations Metrics 33. Current System Retirement © 1995 Center for Project Management® Rev: December 8.

2003 30 . Data was collected at the SF-PMI May 2003 Regional Conference. © 1995 Center for Project Management® Rev: December 8. ® Routinely 1 Most Often 2 Often 3 Sometimes 4 Rarely 5 5 12% 1 4% 2 27% 4 23% 3 34% Data was collected at the SF-PMI May 2003 Regional Conference.My organization uses a robust well-defined process to manage its projects.

2003 31 . © 1995 Center for Project Management® Rev: December 8. Percent Complete is Insidious.Sin 6: Not Monitoring the Vital Signs ® % Complete = Fantasy Fantasy George Glaser % Complete = Fantasy Lie Gopal Kapur Percent Complete is Insidious.

3. 15. 4. 7. Planned Res. High Probability. Estimated Cost Actual Res. 14. 10. 12. 2003 32 . vs.Project Vital Signs ® 1. High Impact Risk Events Overtime Usage © 1995 Center for Project Management® Rev: December 8. 6. 11. 8. 5. Strategy Alignment Customer Buy-In Technology Viability Sponsor’s Commitment and Time Value-To-Business Vendor Viability Disposition of the Team Status of the Critical Path Milestone Hit Rate Deliverables Hit Rate Issues Actual Cost vs. 2. 9. 13.

2003 .20% >20% <10% 10% .Vital Signs – Report Card (Example) ® Vital Signs Status of the Critical Path (Gap) Weekly Milestone Hit Rate (Gap) Weekly Cost-To-Date Variance (Gap) Monthly Issues Weekly Deviation <10% 10% .20% >20% Value 0 Green 1 Yellow 2 Red 0 Green 1 Yellow 2 Red 0 Green 2 Yellow 4 Red No Issues 0 Green Issues < Del 1 Yellow Issues > Del 2 Red 33 © 1995 Center for Project Management® Rev: December 8.20% >20% <10% 10% .

2003 34 .center4pm.center4pm.com © 1995 Center for Project Management® Rev: December 8.Vital Signs Assessment ® All is well Run Away Condition Shut Down Condition A White Paper on the subject is available through the A White Paper on the subject is available through the Center’s web site: www.com Center’s web site: www.

2003 35 .Our project managers monitor a set of well-defined Vital Signs of their projects. ® Routinely 1 Most Often 2 Often 3 1 2% Sometimes 4 Rarely 5 5 32% 2 14% 3 21% 4 31% Data was collected at the SF-PMI May 2003 Regional Conference. Data was collected at the SF-PMI May 2003 Regional Conference. © 1995 Center for Project Management® Rev: December 8.

http://www.center4pm. 2003 36 . A number of Center’s clients have put in place a well defined process to identify and cancel troubled projects.pdf © 1995 Center for Project Management® Rev: December 8.Vital Sings .com/ProjectHALTt.Benefits ® A major consumer goods company was able to negotiate a reduction of $45 million in fees from three vendors by diligently tracking the vital signs of 40 projects.

Sin 7: Absence of a Comprehensive Project Portfolio ® CEO Concerns: How much are we spending on projects? Do the right projects get approved? How many projects are being executed? What is the status of the various projects? What is the total project capacity of the organization? © 1995 Center for Project Management® Rev: December 8. 2003 37 .

2003 .Project Portfolio Dashboard ® Idea PreLaunch Launch II Execute I SG 4 Implement II I Operations SG 1 SG 2 SG 3 SG 5 Suspended Expiration Date Expiration Date IV III IV III Canceled Request Charter Demand Plan & Estimate Development Capacity SG Deployment In Progress Approved Stage Gate On target Lagging Jeopardy 38 © 1995 Center for Project Management® Rev: December 8.

2003 39 .Portfolio Alerts ® Unaligned Project Low Customer Buy-in Schedule Overrun Budget Overspend Resource Under Allocation Shutdown Condition Portfolio Stress © 1995 Center for Project Management® Rev: December 8.

© 1995 Center for Project Management® Rev: December 8. TX. San Antonio. San Antonio. 2003 40 . Data was collected at the PMI-ISSG June 2003.My organization has a well-structured project portfolio. TX. ® Routinely 1 Most Often 2 Often 3 Sometimes 4 Rarely 5 1 30% 2 70% Data was collected at the PMI-ISSG June 2003.

Elements of Project Success ® Vital Signs Portfolio Management Sound PM Process Project Success Filter H-B Ideas Skilled PM Solid Sponsorship Due Diligence © 1995 Center for Project Management® Rev: December 8. 2003 41 .

Results: – High “body count” Sponsor PM © 1995 Center for Project Management® Rev: December 8.. let me live. but: – Not in the right sequence – Not by the right people – Not in the right detail – Not by the right time – Not at the right cost Please.Absence of a Disciplined PM Process ® Most projects eventually get done.. 2003 42 .

16486.asp How to Kill a Troubled Project CIO Insight.References ® How to Manage a Portfolio of Projects CIO Insight.cioinsight.com/article2/0.00. September 1.asp © 1995 Center for Project Management® Rev: December 8. January 1. 2003 http://www. 2003 43 .841098. 2001 http://www.3959.3959.com/article2/0.00.cioinsight.

VP Sales at 800-510-1535.Center for Project Management™ ® Services – – – – – – – – – – ProjectSCAN™ ProjectHALT™ Executive Briefings Seminars and Workshop Consulting and Mentoring Services Tools and Templates White Papers Project Manager Certification Program Train-the-Trainer Program Best Practices Development and Deployment 44 Contact Raj Kapur. Ext. 11 Contact Raj Kapur. 11 rkapur@center4pm.com rkapur@center4pm. VP Sales at 800-510-1535.com © 1995 Center for Project Management® Rev: December 8. 2003 . Ext.