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Using Social Networking for Project Success Encouraging Adherence to PMI Standards.

Using Social Networking for Project Success Encouraging Adherence to PMI Standards. What is Project Success? The Major Success Factors Social Networking demonstration: Building a Hi-Tech Bicycle. How Successful are Projects?. Source: The Standish Group Report, 1995.

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Using Social Networking for Project Success Encouraging Adherence to PMI Standards.

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  1. Using Social Networking for Project Success Encouraging Adherence to PMI Standards. What is Project Success? The Major Success Factors Social Networking demonstration: Building a Hi-Tech Bicycle

  2. How Successful are Projects? Source: The Standish Group Report, 1995

  3. The Trend?A High Percentage of Executives believe: More Projects Fail Now (at the time of report) than Five and Ten Years Ago!

  4. Success, Impaired, Challenged The Major Reasons for each category Notice which ones rise to the surface.

  5. Success (~20%) • User Involvement • Executive Management Support • Clear Statement of Requirements • Proper Planning • Realistic Expectations • Smaller Project Milestones • Competent Staff • Ownership • Clear Vision & Objectives • Hard-Working, Focused Staff • Other

  6. Challenged Lack of User Input Incomplete Requirements & Specifications Changing Requirements & Specifications Lack of Executive Support Technology Incompetence Lack of Resources Unrealistic Expectations Unclear Objectives Unrealistic Time Frames New Methodology Other Impaired Incomplete Requirements Lack of User Involvement Lack of Resources Unrealistic Expectations Lack of Executive Support Changing Requirements & Specifications Lack of Planning Didn’t Need It Any Longer Lack of IT Management Technical Illiteracy Other Challenged (~50%) & Impaired(~30%)

  7. Top Three Rising to the Surface

  8. User Involvement Who knows what? Who are in the chain of events? Who are impacted? What inter-unit relationships are vital? Need: Trust and Free exchange of Information -- to anyone, from anyone

  9. Requirements ManagementA Roadmap for Success Well-Formed Statements Traceability Change Control Need: a planning and analysis process (framework) executive support & collaborative stakeholders

  10. Executive Sponsorship The Great Communicator The Advocate Manage the shared Vision Bridge Builder -- Team Builder -- Trust Insurer Needs: a culture of knowledge sharing

  11. Relationships • Communities of Interest • Activities • Meetings, Events • Shared Information • Instant messaging, email notifications • Blogs (Forums) • Forms: quick feedback Social Networking Capabilities

  12. Social Networking Capabilities vs. Project Success Factors

  13. Social Architecture Social Architecture encourages proper connections

  14. How things connect makes a BIG difference!

  15. Demonstration • Project: Building the PMI HI-Tech Car • Sources: • Haugan, Effective Workbreakdown Structures, (2002) • PMI Standards • Social Software: IBM LotusLive -- A Cloud or SaaS application, inspired by Facebook • A Social Architecture building block: Knowledge management: “Systematic approaches to help information and knowledge emerge and flow to the right people at the right time to create value.” --APQC

  16. Demonstration Scenarios

  17. A War Story: Battle of Cynoscephalae Old monolithic social architecture: Greek Phalanx vs New Agile social architecture: Roman Legion

  18. Result: • Decline of the Greeks • Rise of the Romans

  19. Today’s Business Phalanx

  20. Tomorrow’s Legions: Connect anywhere, anytime!

  21. Final Note • Do Not Ignore Social Aspects: Failures of restructuring, process re-engineering, and TQM • Focus on one aspect: a culture of Knowledge Sharing • Social Tools: Appreciative Inquiry; Social Software

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