Oct 24 2012
Projects do not fail because our engineers can’t “engineer.”
Projects do not fail because our engineers can’t “engineer.”
McKinsey Quarterly presented an article titled Delivering large-scale IT projects on time, on budget, and on value , OCTOBER 2012 • Michael Bloch, Sven Blumberg, and Jürgen Laartz
Following their findings of why IT projects fail, they suggested four ways to improve project performance.
“Our surveys of IT executives indicate that the key to success lies in mastering four broad dimensions, which combined make up a methodology for large-scale IT projects that we call “value assurance.” The following elements make up this approach:
1. Focusing on managing strategy and stakeholders instead of exclusively concentrating on budget and scheduling;
2. Mastering technology and project content by securing critical internal and external talent
3. Building effective teams by aligning their incentives with the overall goals of projects.
4. Excelling at core project-management practices, such as short delivery cycles and rigorous quality checks.
According to survey responses, an inability to master the first two dimensions above typically causes about half of all cost overruns, while poor performance on the second two dimensions accounts for an additional 40 percent of overspending.”
A curiosity exercise:
For each of the four elements listed above, note your estimate of the percentage of management level that right now have the authority and resource control to fix the process/system that drives it commonly.
EMOL EMPL EMIL Total
I. 100%
2. 100%
3. 100%
4. 100%
EMOL, Engineering Management at the Organizational level.
EMPL, Engineering Management at the Project Level.
EMIL, Engineering Management at the Individual Level.
“It’s the system, not the people.”
Cr: Google Images
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