Tomado de: http://blogs.techrepublic.com.com/tech-manager/?p=5238
Autor: Andrew Kring
Autor: Andrew Kring
I get called from time to time to assist with large software implementation projects that seem to be struggling. They’re either staring a long delay and cost overruns in the face, or just have a sense of uneasiness amongst the executives that things aren’t quite right.
During some of these engagements, I frequently think back to the early 2000’s when I would read Wall Street Journal articles about botched enterprise projects where companies were brought to their knees because they couldn’t ship or process customer orders for weeks. Sometimes the ensuing chaos had a dramatic impact on the profitability of the organization and other times it severely impacted customer satisfaction, or both!
On one recent engagement, I thought to myself: Does a perfect Enterprise software project actually exist? Are there companies who have undertaken massive transformation projects and nailed it out of the park? Or is all of the hype and marketing by large and small software vendors just that, hype?
Well, the reality of that question may surprise you. According to studies, over 65% of all software projects are seriously challenged in some way (source: Standish Group 2007). Whether they go over budget, take too long, or just don’t yield the expected outcome. So, if you were a gambling person, would you bet that your project would succeed or fail? If you are counting on success, what can you do to avoid the pitfalls that befall so many endeavors?
Well, if you’re an IT project manager or even a member of a large project team, the answer actually lies with how engaged the executives are in the project! The number one reason that Enterprise software projects, big or small, fail, is because the executive sponsor(s) is not actively engaged in the process. They just think that one day the system will go live and all will be well. Miraculously, all benefits will be realized and sunshine and blue sky will reign. That is indeed not the case.
Even when I meet with prospective new Clients, the first thing I tell them is how critical their participation is. How they must make the necessary resources available and how they must themselves be engaged in the process. The majority of them give me “thumbs up” and promise with a big grin that they’re up for the task; I haven’t had one keep that promise yet (well, at least not flawlessly). I always have to make sure that my stake holders are engaged and that their teams are dedicated to a successful outcome. Sometimes this process will repeat itself two or three times during a project until, of course, I threaten to charge them. It’s not intuitive to think that an executive would pay thousands and thousands (or millions) of dollars for something and then take a laissez-faire attitude, but it happens all the time.
Making an Enterprise project successful is as much about actively participating as it is about picking the right Partner and software. Most companies focus on a rigorous vendor selection process with demos and presentations and lots of paperwork. But part of the formula for a successful outcome is to find a Partner that you are comfortable working with and software that is well renowned and has numerous successful installs. If you can work well with your Partner, they’ll keep you on the right track and engaged towards a successful outcome.
So what can you do?
As an IT professional leading a project or even as a member of a larger team, you can keep an eye on a few key points:
So if you’re looking to make sure that your software project is part of the minority of those that can be called a success, get your top leaders engaged, ask them the tough questions, and turn that myth into reality!
During some of these engagements, I frequently think back to the early 2000’s when I would read Wall Street Journal articles about botched enterprise projects where companies were brought to their knees because they couldn’t ship or process customer orders for weeks. Sometimes the ensuing chaos had a dramatic impact on the profitability of the organization and other times it severely impacted customer satisfaction, or both!
On one recent engagement, I thought to myself: Does a perfect Enterprise software project actually exist? Are there companies who have undertaken massive transformation projects and nailed it out of the park? Or is all of the hype and marketing by large and small software vendors just that, hype?
Well, the reality of that question may surprise you. According to studies, over 65% of all software projects are seriously challenged in some way (source: Standish Group 2007). Whether they go over budget, take too long, or just don’t yield the expected outcome. So, if you were a gambling person, would you bet that your project would succeed or fail? If you are counting on success, what can you do to avoid the pitfalls that befall so many endeavors?
Well, if you’re an IT project manager or even a member of a large project team, the answer actually lies with how engaged the executives are in the project! The number one reason that Enterprise software projects, big or small, fail, is because the executive sponsor(s) is not actively engaged in the process. They just think that one day the system will go live and all will be well. Miraculously, all benefits will be realized and sunshine and blue sky will reign. That is indeed not the case.
Even when I meet with prospective new Clients, the first thing I tell them is how critical their participation is. How they must make the necessary resources available and how they must themselves be engaged in the process. The majority of them give me “thumbs up” and promise with a big grin that they’re up for the task; I haven’t had one keep that promise yet (well, at least not flawlessly). I always have to make sure that my stake holders are engaged and that their teams are dedicated to a successful outcome. Sometimes this process will repeat itself two or three times during a project until, of course, I threaten to charge them. It’s not intuitive to think that an executive would pay thousands and thousands (or millions) of dollars for something and then take a laissez-faire attitude, but it happens all the time.
Making an Enterprise project successful is as much about actively participating as it is about picking the right Partner and software. Most companies focus on a rigorous vendor selection process with demos and presentations and lots of paperwork. But part of the formula for a successful outcome is to find a Partner that you are comfortable working with and software that is well renowned and has numerous successful installs. If you can work well with your Partner, they’ll keep you on the right track and engaged towards a successful outcome.
So what can you do?
As an IT professional leading a project or even as a member of a larger team, you can keep an eye on a few key points:
- How quickly are decisions being made?
- Does feedback from executive leaders take a long time or are there very few inquiries from top-execs regarding specifics on the project?
- Do the executives attend update meetings religiously?
- Overall, do you sense that the executives are fairly “hands-off”?
So if you’re looking to make sure that your software project is part of the minority of those that can be called a success, get your top leaders engaged, ask them the tough questions, and turn that myth into reality!
By Andrew King, Senior Partner with WebSan Solutions Inc.
WebSan Solutions Inc. is a Toronto based Microsoft Dynamics Certified Partner with a focus on achieving significant business benefit for Professional Services, Manufacturing and Distribution companies.
WebSan Solutions Inc. is a Toronto based Microsoft Dynamics Certified Partner with a focus on achieving significant business benefit for Professional Services, Manufacturing and Distribution companies.
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