The PM Edge Integra project management framework provides an integrated end-to-end solution for conducting successful projects. There has been much research into the reasons for project failure and there is a broad consensus about the organisational factors that are pre-requisites for consistent and repeatable project success.
Research carried out by the Standish Group in 2006 found the top ten reasons for project success were:
Research carried out by the Standish Group in 2006 found the top ten reasons for project success were:
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User Involvement
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Executive Management Support
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Clear Business Objectives
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Optimising Scope
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Agile Process
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Project Management Expertise
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Financial Management
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Skilled Resources
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Formal Methodology
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Standard Tools and Infrastructure
Most organisations focus on and invest in methodology, standard and repeatable tools and infrastructure and project management expertise and skills. It might surprise many that these elements, while obviously important for making projects work, are at the bottom of the league of key factors that contribute to successful project delivery.
The really important things as outlined in 1 to 4 above tend to be neglected with many organisational project environments characterised by little or no user involvement, lip service from ‘busy’ executives, unclear or poorly defined business objectives and fuzzy project scope. Project failure rates therefore, should not be surprising.
The PM Edge Integra project delivery framework is holistic and when implemented fully, puts in place all ten of the key success factors above.
User involvement, executive management support and setting clear business objectives and associated optimised scope are woven into the framework through Business Case, Project Governance and Benefits Management processes.
Agile Process, Formal Methodology, Financial Management and Standard Tools and Infrastructure are achieved using the PM Edge ProjectLite project management methodology.
Our unique coaching and training approaches develops the skills and expertise of project management resources.
A high level view of the Integra framework is shown below.
The really important things as outlined in 1 to 4 above tend to be neglected with many organisational project environments characterised by little or no user involvement, lip service from ‘busy’ executives, unclear or poorly defined business objectives and fuzzy project scope. Project failure rates therefore, should not be surprising.
The PM Edge Integra project delivery framework is holistic and when implemented fully, puts in place all ten of the key success factors above.
User involvement, executive management support and setting clear business objectives and associated optimised scope are woven into the framework through Business Case, Project Governance and Benefits Management processes.
Agile Process, Formal Methodology, Financial Management and Standard Tools and Infrastructure are achieved using the PM Edge ProjectLite project management methodology.
Our unique coaching and training approaches develops the skills and expertise of project management resources.
A high level view of the Integra framework is shown below.
The main elements of the framework are project governance, project benefits management and the ProjectLite methodology.
Project Governance
Establishing an appropriate project governance framework is a great first step in addressing the evil of failed projects. Project governance is the structure in which project decisions are made. It embodies the roles, responsibilities and accountabilities of those that make critical project decisions.
The starting point for good project governance is an acceptance that the normal organisation structures and decision making processes are not appropriate for making project decisions. Most organisations, especially large ones, have a hierarchal structure that is optimised to make decisions associated with operations and business as usual activities. It consists of many functional and management layers that are not conducive to making decisions relating to the dynamic and complex environments that characterises most of today’s projects.
The starting point for good project governance is an acceptance that the normal organisation structures and decision making processes are not appropriate for making project decisions. Most organisations, especially large ones, have a hierarchal structure that is optimised to make decisions associated with operations and business as usual activities. It consists of many functional and management layers that are not conducive to making decisions relating to the dynamic and complex environments that characterises most of today’s projects.
Project Benefits Management
Project Benefits Management is concerned with making sure that the defined business benefits associated with a project are actually delivered. Every project is a vehicle for change and requires a constant focus on the intended benefits if it is to deliver value and remain aligned with business goals. Benefits management begins with defining the expected high-level outcomes before a project is approved and continues through the conception, definition, delivery and realisation of proposed benefits.
Benefits Management is needed because it is absolutely essential, to be able to achieve necessary change in a consistent and manageable way and to be able to optimise and measure the outcomes arising from investment in projects.
Traditionally, there has been little focus in measuring project outcomes to ensure that the proposed benefits were actually met. The problem is that there is a missing feedback loop between the actual benefits realised (or not realised) and the executives who conceived the change and initiated the investment and projects to bring it about.
The resulting lack of accountability results in executives becoming disconnected from the investments and projects they initiated. This leads to poor project sponsorship and support from senior management which in turn results in poor project management practices, failed projects and wasted investment.
In situations where benefits management is applied, accountability is clear and senior executives know that ultimately there will be a day of judgement in relation to if or not the proposed business benefits have actually been realised.
This is a powerful karma for project management practice. If senior executives know that their performance (and bonus) is related to the actual benefits realised, projects will get the required amount of senior management attention and this can, over time, be transformational resulting in continuous improvement and eventually the achievement of best practice project management structures, processes and results.
Benefits Management is needed because it is absolutely essential, to be able to achieve necessary change in a consistent and manageable way and to be able to optimise and measure the outcomes arising from investment in projects.
Traditionally, there has been little focus in measuring project outcomes to ensure that the proposed benefits were actually met. The problem is that there is a missing feedback loop between the actual benefits realised (or not realised) and the executives who conceived the change and initiated the investment and projects to bring it about.
The resulting lack of accountability results in executives becoming disconnected from the investments and projects they initiated. This leads to poor project sponsorship and support from senior management which in turn results in poor project management practices, failed projects and wasted investment.
In situations where benefits management is applied, accountability is clear and senior executives know that ultimately there will be a day of judgement in relation to if or not the proposed business benefits have actually been realised.
This is a powerful karma for project management practice. If senior executives know that their performance (and bonus) is related to the actual benefits realised, projects will get the required amount of senior management attention and this can, over time, be transformational resulting in continuous improvement and eventually the achievement of best practice project management structures, processes and results.
ProjectLite Project Delivery Methodology
ProjectLite consists of a series of steps, tools and techniques and key documents and templates that if used, will considerably enhance the probability of successful delivery of projects. The steps are:
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Establish, document and baseline scope
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Indentify and categorise stakeholders
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Perform detailed planning to create and baseline schedule and budget
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Execute the plan
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Monitor and control the plan
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Perform risk management (applied to all steps above)
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Verify project outcomes and handover the project to those who will operate it
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Close the project and identify both positive and negative learnings to sustain continuous improvement
As described above, a project delivery methodology on its own is not enough. For consistent delivery of successful projects, ProjectLite must integrate with appropriate and effective project governance and project benefits management processes.
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