I am putting together a couple of papers for possible presentation/publication sometime in the future.
The working titles and content outlines are below.
We have met the enemy – it is us
Outline of proposed paperWhy do so many projects fail? Why despite the conferences, papers and books do we still see such a high proportion of failed ICT projects? Why are so many so quick to allocate blame to the project managers?This paper looks at this issue from the perspective of a practitioner with several decades of experience in projects, project assessment and managing professional services. The core theme of the paper is that the root cause of much project failure is human nature; coupled with a signal failure even today by many who should know better to understand that technology is merely an enabler it is not a substitute for understanding and resolving the actual problem.The paper will consider why failures continue to occur, the place of project methodologies and why we see projects subject to ‘strong’ governance still failing. The paper will draw upon the experience of the author and make reference to situations actually encountered across the author’s lengthy career. Consideration will be given to the viewpoints of executive management, operational managers, project personnel, vendors and consultants.The author intends to take a provocative stance in his comments, especially as regards the all too common tendency to blame project managers for the problems, when in his opinion that is far too simplistic. Furthermore, he proposes to question the current fad for governance which all too often confuses protocol and process with the intent of governance which is ‘informed decision making’.In summation the author intends to offer some suggestions as to commonsense steps which might be taken to reduce the incidence of failure.
Extinguishing scrub fires before they spark conflagrations
Some Thoughts on Portfolio ManagementOutline of proposed paperMore and more organisations are finding themselves in the position of having portfolios of projects running. Some projects run well, others do not. Despite the money which has been spent on management systems we still find that the rate of success is poor and that in many cases executives and managers are surprised when programmes and projects ‘go off the rails’ with the velocity in many cases of a runaway locomotive.
The author intends to draw on his extensive experience with two major global organisations to highlight approaches to portfolio management which he has found successful both in identifying at an early stage the possibility of problems and where necessary mitigating the issues arising. The paper looks at these matters from a practical practitioners perspective not a theoretical one. It is hoped that the lessons learned, especially from mistakes made, will enable others to avoid some pitfalls in the future.
Areas considered include the question of risk/ benefit, cessation versus continuation and whether the perspective is different if the programme/ project is in house or external.Regard will be had as to possible organisational approaches that may or may not offer benefits, including the role of Programme Offices.In summation the intent is to look at Portfolio Management through the lens of a pragmatic practitioner and to offer some observations on possible approaches to obviate issues, ideally before they become problems.