CRITICAL ELEMENTS OF IT PROJECT SUCCESS (SEGMENT II OF III)
Critical elements of IT Project success (Segment I of III)
(Prior article – Segment 1 of 3)
To recap, in our first segment we talked about the critical project success element of Project Schedule Rigor. Now let’s talk about the second of the three — Proactive Resource Management.
Proactive Resource Management means you have access to resource capacity, with the necessary skills, to deliver what you promised. Then it’s all about managing the team of resources to complete all tasks. Of course managing also means successfully resolving challenges that could arise from poor estimation, resource churn, and even Murphy’s Law. Rather than assuming you’ll get the resources as planned, I suggest you use a three-step plan to get resources engaged. At an earlier employer I developed what was call a 30-60-90 day resource plan. Depending on the size and duration of your project you may break the steps into different durations. In this example resources we not all coming from local sources where onboarding was predictable. And the projects tended to be six months to 18 months in duration.
The “90” day was a long view of what resources would be needed, sometimes before every last detail was defined in terms of technology and technical skill needs. In a sense this represented a “soft allocation” of resources to the project. The number and general type of resources were defined, and all long lead time activities were started. These could include Visa filings, travel plans, local recruitment, and any specific training that was required.
The “60” day was a threshold by which the long view had been taken care of, and the details of technology and number of resources was firmly committed to. By 60 days you were making a “hard allocation”, or named resources, to the project. All long lead time activities had to have been completed, and any adjustments to resources types or numbers had to be resolved quickly. At this stage you needed to prepare to be ready to deploy these resources on the project within 30 days.
The “30” day was the threshold whereby within a 24-hour notice you must have the resource ready to deploy. This meant all remote resources coming onsite had to have visa, passport and flight ticket in hand. Resources that would be working remotely would have to have all onboarding completed (including training), and equipment and access provisioned and tested. All local resources (external and internal) has to be onboarded, trained and committed.
In tandem with proactively lining up resources, there are well-known challenges that you need to address. The list is long, so I’ll take advantage of a study completed by Entry Software, who is a recognized as an innovator in project manage software. Their study found the three most critical success factors that needed to be addressed includes:
- Lack of information = lack of process and systems
- Recalcitrant team members = cultural resistance
- Unskilled project managers = skills development”
Entry found that by “… addressing these three success factors is critical” (to success).
In summary, managing resources on a project doesn’t start on project day zero. It starts in advance of the project launch date. In addition to managing proactively, it requires you address the critical areas of process and systems, cultural resistance, and skills development.
In the next segment well address the third and final critical element of IT project success — Proactive Risk Abatement. Check back for that.
Project Management Institute – http://www.pmi.org/
And my on the job training and experience learned during my 20 years working in IT at GE.