1 “projects run on requirements, resources and risks” - augmenting the ‘iron triangle’ to...
Post on 20-Dec-2015
214 views
TRANSCRIPT
1
“Projects run on requirements, resources and risks”
- Augmenting the ‘iron triangle’ to keep an eye on critical success factors during a project
Steve Armstrong
(Open University)
3
Starting point
Taking a systems view in order to explore the relationships between the factors and actors that have an influence on the course of action as the project plan is realized
But, watch out for the ‘shifting sands’ of project working reframing a requirement can make it forcibly
relevant to a new set of stakeholders a significant event can cause stakeholders to
switch roles and this is likely to change their requirements
4
Models
A model is a way of expressing a particular view of an identifiable system of some kind
So, models are a way of understanding the problems involved an aid to communication among those
involved, especially when a deliverable is being investigated
a component of the methods used in a given activity, such as the financial modelling done to test the feasibility of a proposal
5
Interactions between stakeholders
Conflict as a source of problems when a stakeholder perceives that his or her
interests are being opposed or negatively affected by another
So many expectations “What do you expect to achieve …” profound influence on project evaluation
6
The sources of conflict have implications for the management of risk
Incompatible goalsDifferent values and beliefsTask interdependenceScarce resourcesAmbiguous rulesCommunication problems
7
Some influences on satisfaction
project outcomes
satisfaction
cultural and socialvalues
personal values
expectations
8
Two distinct perspectives on project success
Success criteria related to the What? question, which include
both qualitative and quantitative measuresCritical success factors (CSFs)
related to the How? question, which are to be found in the project and its environment
9
Some examples of success criteria
The facility is produced to specification within budget and on time
The project achieves its business purpose and meets its defined objectives and quality thresholds so as to be profitable for the owner
The project team is happy during the project and with its outcome
Users are happy during the project and with its outcome
The project is profitable for the contractors The project satisfies the needs of stakeholders
10
The ‘top five’ CSFs
Support from senior managementClear, realistic objectivesStrong/detailed plan kept up to dateGood communication/feedbackUser/client involvement
‘top five’ (out of 27) after a review of 63 publications
11
The ‘bottom five’ CSFs
Correct choice/past experience of project management methods/tools
Environmental influences(learning from) past experiencesProject size/level of complexity/number of
people involved/duration(appreciating) different viewpoints
‘bottom five’ (out of 27) after a review of 63 publications
12
Criticisms of the CSF approach
the inter-relationships between CSFs are at least as important as the individual ones
the CSF approach ignores the potential for a factor to have varying levels of importance (and relevance) at different times during the project
13
The Formal Systems Model (FSM)
is a framing device to deliver the benefits of using CSFs
whilst, at the same time, taking into account their inter-relationships and dynamics our interpretation has changed
the sense of uniqueness with regard to projects indicates that each CSF will affect projects in different ways for example, a business case might contain a prioritised
list of critical success factors to reflect the context in which the proposed project will take place
15
Classifying CSFs using project attributes within the FSM
Goals and objectives Clear realistic objectives (2) Strong Business case/ sound basis for project (9)
Performance monitoring Effective monitoring/control (16) Planned close down/review/acceptance of
possible failure (20)
16
Classifying CSFs using project attributes within the FSM (contd.)
Decision makers Support from senior management (1) Strong/detailed plan kept up to date (3) Competent project manager (8) Good leadership (11) Realistic schedule (13) Correct choice/past experience of project
management methods/tools (23)
17
Classifying CSFs using project attributes within the FSM (contd.)
Transformations Skilled/suitable qualified/ sufficient staff/team (6)
Communication Good communication/feedback (4)
Environment Organisational adaptation/culture/structure (18) Political stability (22) Environmental influences (24) (learning from) past experiences (25)
18
Classifying CSFs using project attributes within the FSM (contd.)
Boundaries Project size/level of complexity/number of people
involved/duration (26)Resources
Sufficient/well allocated resources (10) Proven/familiar technology (12) Adequate budget (17) Good performance by
suppliers/contractors/consultants (19) Training provision (21)
19
Classifying CSFs using project attributes within the FSM (contd.)
Continuity Risks addressed/assessed/managed (14)
General User/client/ involvement (5) Effective change management (7) Project sponsor/champion (15) (appreciating) different viewpoints (27)
20
The project context
The sense of uniqueness with regard to projects indicates that each of the above factors will affect projects in different ways.
A business case should contain a prioritised list of critical success factors to reflect the context in which the proposed project will take place.
For each critical success factor, it may be possible to identify a qualitative or quantitative measure that can be monitored during the project.
Any variation beyond a given threshold for a particular critical success factors can be interpreted as placing the project at risk.
21
Using influence diagrams
Modelling the main structural features of an issue and the important relationships that exist among them
Each one is a snapshot of a situation in order to identify the factors and actors that have a direct influence on a central issue of interest e.g. it is possible to identify obstacles to the
implementation of a new policy or strategy Influence diagrams are very rich in the information
that they can capture e.g. they can be used to gain an understanding of
stakeholders’ attitudes
22
Some of the factors and actors concerned with a project’s success
politicalstability
environmentalinfluence user/client
involvement
business case
project rationale
project scaleand complexity
technologyfamiliarity
objectives
implementationprocess
resourceallocation
projectmanager
budget
trainingprovision
staff/team
suppliers,contractors andconsultants
organizationaladaptation,culture andstructure senior management
project sponsor/champion
monitoringplan
schedule
learning frompast experience
communication andfeedback
appreciation ofdifferent viewpoints
riskmanagement
changemanagement
monitoring andcontrol
product
reviewing
leadership
revisioncontrol
project plan
project
risk anduncertainty
learning
requirements
resources
mehtods/tools
23
Using multiple cause diagrams
A multiple cause diagram can be used to identify and tackle the causes of a complex problem in a systemic way often derived from influence diagrams
They are used to explore why a given event happened or why a certain class of events tends to occur
The phrases used in a multiple cause diagram relate to a state such as a ‘flat battery’,
or an event such as ‘battery goes flat’
24
The normal starting point
What is the state or event to be explained?The answer becomes the focal point of the
diagram e.g. a lack of support form senior management
is detectedThen, you can work outwards and backwards
through the chains of causal connections to identify the relevant sequences and/or loops
25
Alternatively
You might begin by assuming that a particular project had failed
Then, consider changes in state for the CSFs lack of user involvement lack of resources unrealistic expectations incomplete requirements lack of planning insufficient training
26
Investigating user dissatisfaction
user dissatisfactionwith application
poorqualityof reports
patchesmisapplied
poorusability
inexperiencedstaff
lack of fundsstaffingdifficulties
inefficientconfigurationmanagement
lots ofbugs found
inadequate supportfrom senior management errors in
budget
poorsecurity
poorscreenlayout
slow responsetime
reductionin scope
corefeaturesmissing
poorsupport
excessivedown time
unrealisticdeadlines
27
Multiple cause diagrams are not intended to predict behaviour
But, they may be used to construct a list of factors to bear in mind when investigating comparable circumstances in the future part of a ‘regular health check’ i.e. a component in the analysis of risk
In practice, some further annotation may be required when there is insufficient evidence to denote a causal connection e.g. an arrow might be associated with other phrases
like: ‘contributes to’, ‘is followed by’ or ‘enables’
28
Summary
An understanding of the issues relating to a project’s requirements, resources and risks is the basis for a successful implementation of a plan to meet the time, cost and quality criteria
Modelling is a way of thinking about things and ideas in the ‘real world’ “Modelling and testing are fundamental aspects of
quality management.” (APM BoK 2006, p.62) Modelling may have a role in the lessons learnt from a
project Would keeping a repository of such information
promote a more reflective practitioner?