Project management

A case for Sure Step: how Sure Step brings project success

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Methodology is a tough topic. There are good methodologies, there are bad methodologies, there are good methodologies gone bad. Methodology is not a silver bullet, it won’t just make any problems disappear, and is hardly ever the single source of success or failure. But a methodology can be a major contributor to success. I could put it this way: you stand much better chances of success if you apply a methodology, then if you don’t. With something as critical as an implementation of business software, methodology is a key success factor. According to Jim Johnson of Standish Group, it’s number nine on their ten identified most important success factors.

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“Our old software” syndrome

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A few days back, while prototyping a new solution for a customer, one of the key users said: “But in our old software it didn’t work like that.” I was about to try to explain why the change, but then the user’s boss said:

– We aren’t implementing a new solution so that everything can stay the way it was.

How often does it happen to you that your customers say to you a similar thing: “But in our old system…”? What do you say to them? How do you approach change when your consultant proposes a new way of doing things, or a new approach to a common problem?

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Microsoft Dynamics Sure Step 2.0

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A new version of Microsoft Dynamics Sure Step methodology was released yesterday and is available for download to all Microsoft Dynamics partners enrolled in a service plan. If you were a partner, and thought you had no reason to enroll in one before, now there is a compelling reason to do so. This version brings so many improvements over the previous one that it is really worth it. (more…)

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Business case – do I eat it or?

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It’s a well known fact that IT projects fail every so often. Standish Group has been researching the success and failure factors of IT projects for a decade and a half, and they publish their results in their CHAOS report every two years or so. According to their 2006 report, only about 35% of projects can be categorized as successful, while 65% are declared unsuccessful. In this report, word unsuccessful can mean anything from exceeding time and/or budget (46% of projects) or failing altogether (19% of them). With such a huge proportion of projects going astray, maybe there was something wrong with these projects from the very beginning. Were the time and budget unrealistic? Were the project requirements, or even objectives, unrealistic? Maybe. Or maybe not. How can you tell?

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