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How to Fail in Project Management (Without Really Trying)

How to Fail in Project Management (Without Really Trying). Jeffrey Pinto and Om Kharbanda Business Horizons, July-Aug 96. How to fail in project mgmt (1). 1. Ignore the project environment (including stakeholders) 2. Push a new technology to market too quickly

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How to Fail in Project Management (Without Really Trying)

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  1. How to Fail in Project Management (Without Really Trying) Jeffrey Pinto and Om Kharbanda Business Horizons, July-Aug 96

  2. How to fail in project mgmt (1) • 1. Ignore the project environment (including stakeholders) • 2. Push a new technology to market too quickly • 3. Don’t bother building in fallback options • 4. When problems occur, shoot the one most visible

  3. How to fail in project mgmt (2) • 5. Let new ideas starve to death from inertia • 6. Don’t bother conducting feasibility studies • 7. Never admit a project is a failure • 8. Over manage project managers and their teams

  4. How to fail in project mgmt (3) • 9. Never, never conduct post failure reviews • 10. Never bother to understand project trade-off • 11. Allow political expediency and infighting to dictate crucial project decisions • 12. Make sure the project is run by a weak leader

  5. Class Discussion • Which rule is the best? • Which rule is ignored most often?

  6. Industrial-Strength Management Strategies Norm Brown IEEE Software July 96

  7. SPMN • Http://spmn.com

  8. Software Management Framework • Identify and correct defects and potential problems early • Plan and estimate • Minimize rework caused by uncontrolled change • Make effective use of your people

  9. Nine Principal Best Practices (1) • Formal Risk Management • Agreement on Interfaces • Formal Inspections • Metric-based scheduling and management • Binary quality gates at the inch-pebble level

  10. Nine Principal Best Practices (2) • Program-wide visibility of progress vs plan • Defect tracking against quality targets • Configuration management • People-aware management accountability

  11. Project Control Panel

  12. Conclusions • “Most people know that productivity must be increased” • authentic commitment • risk in breakthrough projects gives high possible payback • online “group memory”

  13. L7bS13 - Group Discussion • Which approach or advice is most important? – from CMM, “How to fail …”, or SPMN • Justify your position • Answers due Wed, 6/27

  14. The Mythical Man-Month Fred Brooks, Jr, classic paper and book

  15. Why disaster? (1) • “techniques of estimating are poorly developed” • “estimating techniques .. confuse effort with progress” • managers don’t make people wait for quality

  16. Why disaster? (2) • “schedule progress is poorly monitored” • “when schedule slippage is recognized, the natural (and traditional) response is to add manapower. … this makes matters worse”

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