COMPGZ07 Project Management Why Projects Fail Graham Collins University College London UCL .


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COMPGZ07 Venture Administration Why Ventures Come up short Graham Collins College School London (UCL). The 'Tar Pit'. Outline from Part 1 The Tar Pit. Rivulets, F.P., The Legendary Man-Month: Expositions on Programming Building Commemoration Version 1995 Addison-Wesley. Meaning of Progress.
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COMPGZ07 Project Management Why Projects Fail Graham Collins University College London (UCL)

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The \'Tar Pit\' Illustration from Chapter 1 The Tar Pit. Rivulets, F.P., The Mythical Man-Month: Essays on Software Engineering Anniversary Edition 1995 Addison-Wesley

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Definition of Success On time - the item is conveyed by calendar On spending plan - the venture meets guage cost evaluates High quality, i.e. conformance to necessities which incorporates the segments usefulness and execution.

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Duomo (Santa Maria del Fiore) Illustration from, Florence:The Biography of a City, Christopher Hibbert, 1993 Penguin

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Cost-Schedule-Quality Equilibrium Delivering these criteria doesn\'t mean you are fruitful Each partner has an alternate view, oversee desires a definitive test: no harm.

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Ignoring Stakeholders Ignoring Stakeholders

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Requirements not met Failure to meet prerequisites in programming building undertakings is the most widely recognized reason for disappointment Involve clients from the earliest starting point and include them in necessities elicitation Workshops that permit everybody to be included help create responsibility for venture and concurrence on prerequisites Rapid Application Development (RAD) to avert prerequisites crawl. Prerequisites Engineering and Rapid Development, Ian Graham, 1998 Addison-Wesley.

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Ascertain the most significant advantages first Maximum advantage is inferred if the venture is wiped out early Project can be conveyed on time and spending plan if the extension incorporates just the fundamental components, that determine business advantage Concept of light-footed venture administration is that prerequisites are persistently surveyed and organized all together that the most essential necessities (objectives) are conveyed first. Craig Larman, Agile & Iterative Development: A Manager\'s guide, 2004 Addison-Wesley (Agile Software Development Series).

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Need to be sure about the Goals Need to ask, what is the reason, what are we attempting to accomplish Need to concur this as a group Need to meet the mission of the venture and be inline with the associations points. One never goes as far when one doesn\'t know where one is going. Goethe

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The Death March Project Style Quadrant The Death March Project Style Quadrant high Mission Impossible Kamikaze Happiness Suicide Ugly low high Chance of achievement Edward Yourdon, Death March:The finish Software Developer\'s manual for surviving \'Mission Impossible\' activities, 1997 Prentice Hall

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To survive we have to Triage (Stephen R. Bunch, A. Roger Merrill, and Rebecca R. Merrill, First Things First, 1994, New York: Simon & Schuster) Ensure there is a "Champion" Early wins (John Kotter, Leading Change, 1996, Harvard Business School Press) thought of little fruitful undertakings being augmented in extension and spreading over the association.

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Realistic Scheduling Accurate estimation, include all partners Need great arrangement aptitudes from an accomplished venture administrator. How does a venture get the chance to be a year late? … baby steps B ROOKS

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Do not exhaust your group

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The correct adjust of individuals Small, committed groups are required The group needs the correct blend, responsibility and support from a support. Who chooses the group?

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Adding more staff Often extends have new staff included when its falling behind calendar Apart from the expectation to absorb information required this brings down resolve More staff increment the correspondence trouble and can diminish efficiency, Brookes Law.

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People don\'t generally get on Ideally the group has cooperated before and has achieved a co-agent and completely gainful stage The utilization of a facilitator Have the group shaped themselves? Harvey Robbins and Michael Finley, Why groups don\'t work: What turned out badly and how to make it right 1996 Peterson\'s (UK 1998 Orion).

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Project groups need to receive a few traits What is the reason? What holds it together? To build up individuals\' abilities; to manufacture and trade information Passion, duty, and ID with the gathering\'s skill Community of practice To achieve a predefined undertaking The venture\'s points of reference and objectives Project group Adapted from: Communities of Practice: The hierarchical Frontier, Etienne C. Wenger and William M. Snyder, Harvard Business Review p139-145 Jan-Feb 2000

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We are what we more than once do. Brilliance, then, is not a demonstration, but rather a propensity. A RISTOTLE

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To be fruitful ventures must have Agreement among the venture group, client, and administration on the objectives of the venture An arrangement that demonstrates a general way and clear obligations and will be utilized to quantify advance amid the venture Constant,effective correspondence among everybody required in the venture A controlled degree Management bolster.

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Pinto and Slevin\'s Success Factors Success Factor Description 1. Extend mission Clearly characterized objectives and direction 2. Best administration support Resources, specialist and power for usage 3. Calendar and plans Detailed detail of implementation process 4. Customer consultation Communication with and consultation of all partners 5. Personnel Recruitment, choice and training of able faculty Cited by Turner, R., Section 20, Project Management Pathways, altered by Stevens, M., APM, 2002

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