What is Project Failure?
A project is considered a failure when it has not delivered what was required, in line with expectations. Therefore, in order to succeed, a project must deliver to cost, to quality, and on time; and it must deliver the benefits presented in the business case.
1. Manage the goal.
In avoiding project trouble the phrase “a stitch in time saves nine” has never been more correct. Manage scope (do not try to control it), document the decisions (never rely on an understanding), and give users what they need (rather than what they want). Delivering to the original scope, schedule, and budget is far from a guarantee of a successful project. It is essential to work with the customer and ensure the project delivers value.
2. Educate the Customer: Nothing is free.
There are three parameters that control a project—scope, schedule, and budget. Trying to edict all three is the definition of a failure waiting to happen. Only two of these attributes may be set; the other is derived. Educate the customer (and maybe some corporate executive) on these constraints and how they work.
3. Beware of Technology.
Technology makes almost anything more efficient. However, it is not the answer, it is only a tool. Before applying it, have the right people and the proper processes in place; otherwise, trouble will come just as before—only faster and much more efficiently.
4. Select the Correct Methodology.
“We have always done it that way” is the cry of someone without enough drive or imagination to build new, lean, and innovative processes. Since project are temporary endeavors that create a unique product or service how can one process work for all projects? Match the methodology to the product or service being built.
5. Negotiate the Solution.
Negotiation is equal parts art and science. However, applying a process will help teach the art. The key to win-win negotiation is striving to build value for both sides of the negotiation. Achieve this by knowing both parties’ true needs and wants and never negotiating over just one item. For instance, one strategy to stretch out a deadline with a client would be to add one more item to the negotiation that will not make a huge impact to delivery. For instance, adding an addition low cost product (maybe it has already been designed or built) to the negotiation may provide them enough value to soften the blow of the delay.