This was the title of my presentation at the #ITx2014 conference yesterday.
I have embedded the slideshow. In the next few days I will try and put up a version with an audio commentary reflecting what I said on the day.
Went to the IITP Breakfast at The Wellesley this morning to hear Revenue Minister Todd McClay talk about the reasons behind the IRD Transformation project.
An informative presentation on some of the thinking behind the major programme IRD are proposing.
It will be interesting to see if the words translate into execution once the programme moves into later phases.
Yesterday I posted an item on 10 Things Great Project Managers Do. This post popped up on Facebook, as do my other posts, and a friend and former colleague Andy Cawston responded. We entered into a brief discussion as to how various human factors impact on projects.
Andy had made the observation that the list did not include Risk Management, to which I responded:-
Sure and in one sense all of the 10 are about Risk Management, with a focus on the people aspects, often seen as the ‘soft options’, yet in fact people are in many ways the hard options and in my view looking back over several decades ‘people’ are in fact one of the root causes of project failure. Indeed depending on the criteria being used to assess failure one might argue that ‘people’ are the primary cause of project failure and that successful project management is more about people management than anything else. At which point all sorts of people emerge from the woodwork to decry the proposition.
Andy then went on to expound an interesting concept:-
I’d be inclined to support that proposition. To my experience the primary causes of project failure tend to be people-related. For example, scope creep = people wanting too much, too soon, for too little. <— that’s Greed (Avarice), in a nutshell.
You could take each of the 7 Deadly Sins and similarly map them against the causes of project failure. All of them.
Wrath, sloth, pride, lust, envy, and gluttony could each similarly be mapped against primary causes of project failure, and as such could be managed as project risks.
I can recall one project in particular where Sloth was the primary cause of a project nearly failing. I was assigned to drag the project back, and we ended up delivering properly. It was hard work!
I can recall another project where Pride and Envy played a huge part in the bid process. Our team had been selected to develop a Partnership with the client. Our PM resented the presence of an external consultant driving the project, fought him tooth-and-nail, and we nearly ended up getting booted out of the account. Only a Mutiny by our team against the PM saved us…
Indeed the more I think about it, the situations we find ourselves in so often on projects do mirror the 7 Deadly Sins. Further, I think that more and more I am coming to the view that people are the primary cause of project failure, which goes a long way to explaining why we continue to see project failures year after year with causes of failure the same or similar to those encountered decades ago.
What do others think?
I found this video at McKinsey & Co, it discusses how consumer experiences are impacting expectations of service delivery.
Whilst there are no jaw dropping insights it does make some interesting points and contains some interesting nuggets of information, such as that ‘services’ make up 50% of China’s economy.
I came across this slideshow on 10 Things Great Project Managers Do today whilst browsing some online newsletters I subscribe to.
Whilst they may seem a little motherhood and apple pie to some, it is when the basics are executed right that we get success. All too often we neglect the basics at our peril. There is a reason that the basics are called the basics.; it is that they are the building blocks for success.
One that resonated with me particularly was Number 10
The reason being that all too often in the past I have had occasion to ignore this basic. When I have it has often not turned out like I would have wished. Being a hard charger as the Americans say, is all very well, but you need to pace the charging. That knowledge often comes only with experience and after learning why the basic is a basic and not a namby pamby HR idea.
Of course there are other things, but these 10 encapsulate much of what is required for success. They do not guarantee success but they will go a long way to reducing project failure due to project management. Note though that other factors are often as influential, if not more so in project failure than project management.
Went along to an alumni function at PwC on The Terrace this evening. Caught up with some former colleagues, including one who had just recently walked the Camino de Santiago. Sounded most intriguing.
The highpoint of the function was an interesting address by Therese Walsh – ICC World Cup NZ Chief. It sounds as if NZ and Wellington will have an event to be proud of, plus one that will be of economic benefit.