why training projects fail:how to recover
DESCRIPTION
Learn why training projects fail through experiencing four case studies. Can a project and your relationship with your internal or external clients be recovered during a project gone wrong?TRANSCRIPT
Why Projects Fail: Recovery Tips
Dave GoodmanSoftAssist, Inc.
Information to be CoveredInformation to be Covered
5 The five most blatant warning signs of potential project failure
How to design appropriate processes and procedures to limitproject failure
How to recover from project failure when possible
How to manage your communications to the team and management
How to establish and maintain client and vendor expectations
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Think about these six elements of a projectThink about these six elements of a project
Requirements Design Prototype
Human Communications Development Acceptance Testing
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Which phase precipitates the greatest amount of project failures?
Poll Results & ExperiencePoll Results & Experience
Design
Prototype
Human Communications
Development
Acceptance Testing
Requirements
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Watch for these signs:
Is the project start date or promised receivables always delayed?
Has there been more than one project manager or primary SME?
Is there a solid requirements document that everyone agrees upon?
Is “in scope” and “out of scope” defined?
Is there now a review team or multiple review teams in the process which were not anticipated?
5 The five most blatant warning signs of potential project failure
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Follow-upFollow-up
What Goes Wrong with Requirements?
There are no written requirements
Terms are not defined and agreed upon
Expectations are not discussed in detail
Trust is misguided
You’re the expert (but do it my way)
Unwritten rules
What is out of “scope”
How do you walk away
Service level agreements and consequences are not defined
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How to design appropriate processes and procedures to limit project failure
Statement of WorkRequirements Document
Design DocumentService Level Agreement
Define the project including:
• Business and learning goals• Anticipated outcomes• Schedule of deliverables• Payment schedule• Review process• Measurements & metrics• Terms & Definitions
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Statement of WorkRequirements Document
Design DocumentService Level Agreement
Define the project including:
• Must have requirements• Audience analysis• Technical requirements• Delivery platforms, e.g., iPad• IT & LMS test process• Section 508 needs• Branding and marketing needs• Legal & procurement
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How to design appropriate processes and procedures to limit Project failure
Think about the word “prototype” which is used in all Statements of Work and Contracts. Do you and your client/vendor understand the meaning
of that word and do you agree?
How to design appropriate processes and procedures to limit project failure
Statement of WorkRequirements Document
Design DocumentService Level Agreement
Define the project including:
• Instructional design needs• Pre-post assessments• Pre & post learning needs• User and data interface• Graphics & media usage• Local or global• Diversity & inclusion• Casual or formal design• Platform design differences
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How to design appropriate processes and procedures to limit project failure
Statement of WorkRequirements Document
Design DocumentService Level Agreement
Define the project including:
• What will be delivered and when• Consequences• Full design or template• Payment withholdings• Credits & overages• Defined in/out of scope• Recovery options
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How to design appropriate processes and procedures to limit Project failure
How to manage your communications to the team and management
Tell people immediately if things are going poorly – don’t lie or minimize itProject team meetings with clients at least once a week via phone or webUse web tools to communicate and track revisions & “bugs”Praise often, communicate your successWhen you are wrong, admit it, pay for it or give credit or an equal added valueCommunicate to managers about the outcomes and business metrics
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Project FailuresProject Failures
Case 1 Case 2A 6 monthprototype
“I don’t know whatI am talking aboutbut I’ll be adamantabout doing it myway then blame you”
( we think it was the client’s fault)( we think it was the client’s fault)
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Project FailuresProject Failures
Case 1A 6 monthprototype
• Focused on little things• Changed their minds often• Added reviewers• Assumed never ending reviews• Critical• Lost trust
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How would you save this project?
( we think it was the client’s fault)( we think it was the client’s fault)
Project FailuresProject Failures
Case 2
“I don’t know whatI am talking aboutbut I’ll be adamantabout doing it myway then blame you”
• First time eLearning manager• Needed to demonstrate book knowledge• Floor view• Repeated changes, change of mind
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( we think it was the client’s fault)( we think it was the client’s fault)
Project FailuresProject Failures
Case 1 Case 2The 2 year project The perfectionist
(the client thinks it was us)(the client thinks it was us)
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Project FailuresProject Failures
Case 1The 2 year project
(the client thinks it was us)(the client thinks it was us)
• Multiple project managers• Multiple SMEs• Lost interest over time• Different budget years• Requirements changed• Regulations changed• Out of scope costs
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How would you save this project?
Project FailuresProject Failures
Case 2 The perfectionist
(the client thinks it was us)(the client thinks it was us)
• I ’m a perfectionist. It’s going to be hard to please me.• Three weeks delayed but the deliverables had to be on time• Is that all you have done• I could have done this myself
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How to establish and maintain client and vendor expectations
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Time for reflection. Do you ask yourself the following questions?
What are your goals for this course?
What are your goals for your learners?
What are the learners’ goals?
What makes your course a success?
What will success look like six months after the course is implemented?
What are the business goals?
What might hinder reaching the goals?
How to establish and maintain client and vendor expectations
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Defining your end goals
What are you measuring?
What are you seeking to improve, reduce or eliminate?
When will you know that the training was successful?
Do you have the data to support your efforts?
Communicate your success and do not be afraid if your success was less than expected.
Immediately plan and execute your next phase.
How to establish and maintain client and vendor expectations
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Lessons Learned – Why Projects Fail
Determine if the project & mutual trust can recover
If so, stop what you are doing and agree upon a forward movement
Meet face to face if possible – video chat if necessary
Have an open conversation about what happens next – don’t talk about the past events
Be mindful that project failures hurt a person’s reputation
How to recover from project failure when possible
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The project is emotional at this time – tread slowly
Talk about project scope and financial concerns moving forward
Agree upon smaller deliverables and approvals – rebuild the trust
Agree how and when to stop on mutual terms if there is no progress
How to recover from project failure when possible
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Other seminars from SoftAssist
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1. Three Approaches for Increasing Creative Instructional Designs
2. Why Projects Fail: Tips for Recovery
3. Responding to the 54%: Creating after Market Training
4. Investment Strategies for Learning: Why Companies Invest in Learning
5. Five Learning Trends: Impact on You and How to Prepare for the Future
6. Converting Flash Training to iPads
Questions & Thank You!Questions & Thank You!
Dave Goodman
SoftAssist, Inc.
1150 First Avenue
Suite 960
King of Prussia, Pa. 19406
610.265.8484 Ext. 14 [email protected]
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