Ensuring Project Success Through Automated Risk Management
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CAI\'s CIO Series on Project Management
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Ensuring Project Success Through Automated Risk Management
- 1. Visibility, Control and Early Detection @ CAI Ensuring Project Success Through Automated Project Governance
- 11. What We Learned About The Industry … Greater than 60% of all IT projects have either failed or were delivered with less than the desired results.
- 12. Of Course We Know the Real Story … Don’t We?
- 15. We Learned …
- 16. We Learned …
- 18. We Didn’t Know …
- 22. What We Learned About The Industry … Greater than 50% of all IT projects have either failed or were delivered with less than the desired results.
- 23. What We Learned About The Industry … Greater than 50% of all IT projects have either failed or were delivered with less than the desired results.
- 33. Our Solution …
- 34. “ The power to discern the true nature of the situation”
- 35. Modular Design: The Solution The Solution
- 36. Modular Design: The Solution
- 37. Modular Design: Solution + Content
- 38. IT Governance Content Cartridge
- 41. Foundation for Process Improvement Capability Level VISIBILITY Streamline Processes Implement Standard Processes OPTIMIZATION CONTROL Understand What is Happening Cumulative timeline
- 42. Developers Designers Team Leaders End Users Business Managers Vendors IT Management Infrastructure Team Risk Discovery Team Project Manager
- 55. Closing Thoughts … Few companies can grow without taking risks. But poor risk management leads to surprises in business operations that can impact shareholder confidence, regulatory oversight and the bottom line.
- 56. I am not suggesting that we can eliminate all project risks, nor do we want to … some risks are good I am also not suggesting that projects will never fail again … when organizations fail to react to information, projects can still fail
- 57. What I am suggesting is that if there isn’t a “Risk Identification, Assessment, and Mitigation Process” implemented on all of your projects then you are just waiting for projects to fall behind schedule or fail.
- 58. Remember … “ Managing risk does not deal with future decisions, but the future of present decisions”
- 59. “ The power to discern the true nature of the situation”
Hinweis der Redaktion
- How many of you are waiting for projects to fall behind schedule? Three (3) undeniable truths: 1 – SW development is a risky business because the entire business is shrouded in uncertainty 2 – Greater than 50% of all projects are delivered late or with less than promised by the original deadline 3 – Any project worth doing that is undertaken without a formal risk identification, assessment, and mitigation process is waiting to fall behind
- What we will be talking about today is what we did at CAI to institionalize project knowledge, mitigate project risks, and eliminate surprise from projects but not just IT projects … Why? Because we found ourselves “Waiting for projects to fall behind” In doing that we will discuss the:
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- iTMPI – Risk Consultants
- iTMPI – Risk Consultants
- The things we think we know are like dark clouds on projects … you never really know what is in the dark clouds … they could pass, could contain rain, or could contain lightening
- The things we think we know are like dark clouds on projects … you never really know what is in the dark clouds … they could pass, could contain rain, or could contain lightening
- Everyone tells the truth and projects never fail
- The things we think we know are like dark clouds on projects … you never really know what is in the dark clouds … they could pass, could contain rain, or could contain lightening
- Heroics a problem … what we did was identified as something always being done
- iTMPI – Risk Consultants
- iTMPI – Risk Consultants
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- Externalized package of knowledge installed like a cartridge Something that could be leveraged without programming
- Externalized package of knowledge installed like a cartridge Something that could be leveraged without programming
- Most PMOs only review some projects. A minimally intrusive system will allow project office review for all projects if you choose to do so. APO is a web application with no client footprint required.
- When a Good Rating Doesn't Mean Much By Allan Holmes | Thursday, March 06, 2008 | 02:20 PM The Risk Factor blogger Bob Charette, a risk management expert who consults with federal agencies on risk management, picked up yesterday's story on the deep trouble that the Census Bureau‘s handheld computer contract is in. In his blog post, he questions the credibility of the Capability Maturity Model Integration (CMMI®). Harris Corp.'s Government Communications Systems Division, which is the prime contractor on the $600 million handheld contract (now likely much more than $650 million after all the costs from changes, errors and delays are included), has a Maturity Level 3 rating. "The Level 3 rating denotes superior process maturity within the division's program management, engineering, quality assurance, and other disciplines, and achievement of this rating has become a competitive differentiator on many government programs," Charette quotes. Charette wants to know: "At the very least, I think the division's CMMI rating may need to be re-evaluated, or maybe better, the U.S. government better start looking at what, if anything, SEI CMMI Level 3 actually means in practice.“ Or it could mean, the customer, the Census Bureau, put too many demands on Harris -- so many, in fact, that no maturity designation, no matter how high, could have avoided the very problems that now threaten the viability of the U.S. census.
- Great Management Process + Tools = Increased Management and Governance