Take that project you are currently running, and imagine, just for a second, that it came with only 3% budget overrun. Most of people in software industry would call it wild success.
In motion picture industry, however, trampling measly 2% or 3% over initial budget would be considered a failure.
While movie industry and software industry are seemingly light years apart, there are many things these two have in common, and there are obviously many things we can learn from them.
Continue reading Hollywood Secrets of Project Management Success: a review of a sort
Many project management authorities assert that from project management stance all projects are equal. I dare saying that some projects are more equal than others.
In my last post, I argued why I believe software (and ERP) projects are different. But something came to my mind today, and it’s really an important differentiator of ERP projects from other kinds of projects.
Continue reading Disruptive nature of ERP projects
“Software projects are no different from other projects”.
This statement is being repeated over and over at project management courses and seminars, even endorsed in books.
It’s true that software (and ERP implementation, as a subset of software) projects have many traits in common with projects in other disciplines. But ignoring their specifics is almost as wrong as saying that software projects are completely different than other projects.
Continue reading Is an ERP implementation project just a project?
Prescriptive methodologies, such as Sure Step, are double-edged swords. They are aimed at increasing repeatability, consistency, traceability, manageability and more of your projects, yet they seemingly increase overhead and contribute to an inflated project price tag.
As a result, companies sometimes offer excuses such as: it would be too expensive for the customer, or we would lose the project to the competitor, because our price would be too high.
In my opinion, this kind of reasoning is just wrong.
Continue reading How you should learn from Sure Step
According to Standish Group, top causes of failed IT project are these:
- lack of end-user engagement,
- unclear specification,
- changes in scope,
- lack of management support,
- lack of planning,
- unrealistic and unclear goals.
I haven’t seen too many failed Microsoft Dynamics NAV implementation projects, but those that I did see fail, have failed precisely for a selection of these reasons.
Take a closer look at the list above. Doesn’t it seem that the blame lays mostly on the customer? But is it really customer’s fault?
Continue reading How to prevent failure: project education