#FromTheArchives
What Are Your Chances of Project Success? [From the Archives - First Published in 2003]
02 January 2016
This article was first published on 12 July 2003.
The Standish Group provides research reports valued by those in technology management. In their Chaos Report and the follow-up Compass Report, Standish reported the top 10 criteria for project success.
This unique self-assessment is based on Scott M. Graffius' professional experience and Standish's findings. You're invited to take it to identify your project's success potential.
Note: This tool is tailored for projects utilizing a waterfall or hybrid approach and is not applicable to agile projects.
User Involvement
- Are the right users involved?
- Additionally, are the right users involved early and often?
- Are there good relationships with the users?
- Is involvement easy (frictionless)?
- Are the users’ needs uncovered?
___ total items with a “Yes” x 3.8 = ___.
Executive Management Support
- Is the right key executive(s) involved?
- Does the key executive(s) have a stake in the outcome?
- Does the project team have a stake as well?
- Is there a well-defined project plan?
- Is it understood that failure is a possibility?
___ total items with a “Yes” x 3.2 = ___.
Clear Statement of Requirements
- Is there a concise vision?
- Is there a business case?
- Is there a functional analysis?
- Is there a risk assessment?
- Have metrics been identified for tracking and reporting?
___ total items with a “Yes” x 3.0 = ___.
Proper Planning
- Is there a problem/pain/opportunity statement?
- Is there a solution statement?
- Have the right team members been assigned to the project?
- Is there a firm specification/requirements?
- Are there attainable milestones?
___ total items with a “Yes” x 2.2 = ___.
Realistic Expectations
- Are the specifications/requirements clear?
- Prioritization of needs? (While the default plan is to fulfill all requirements, the importance/value of each one should be quantified or qualified so that the most important items are prioritized.)
- Are there small/manageable milestones?
- Is change manageable (through a change management process or otherwise)?
- Can the project be prototyped or delivered in phases or incrementally?
___ total items with a “Yes” x 2.0 = ___.
Small Milestones
- Is the 80/20 rule observed (focus on the 20% of features that result in 80% of the benefit)?
- Is top-down design used?
- Are time limits set?
- Is a prototype tool used?
- Can progress be objectively measured?
___ total items with a “Yes” x 1.8 = ___.
Competent Staff
- Has a gap analysis on skills been done (and needed skills identified, if applicable)?
- Are the right people on the team?
- Is there a training program or otherwise an opportunity for team members to level up their skills?
- Are there appropriate incentives?
- Is the team appropriately skilled/equipped/available to see the project to completion?
___ total items with a “Yes” x 1.6 = ___.
Project Ownership
- Are roles for team members defined?
- Are roles for those involved with the project but not a member of the team (such as sponsors or executives) also defined?
- Does everyone have a good understanding of they will collaborate and contribute on the project?
- Are incentives tied to success?
- Is everyone involved committed?
___ total items with a “Yes” x 1.2 = ___.
Clear Vision and Objectives
- Is the vision shared?
- Is the vision aligned with the organization’s goals?
- Are objectives achievable?
- Are objectives measurable?
- Are sanity checks/gates in place?
___ total items with a “Yes” x 0.6 = ___.
Focused Staff
- Are there incentives?
- Is there a focus on the deliverables?
- Does each team member have part ownership?
- Is everyone working together?
- Is confidence being built as the team progresses?
___ total items with a “Yes” x 0.6 = ___.
Add all of the points to obtain the final score. Total score is ____ out of a maximum of 100 points.
Results range from 100 to 0, with 100 being the ideal for the project's success potential.
It is suggested that projects with a score less than 90 are revisited, and that challenges or impediments are resolved.
How to Cite This Article
Graffius, Scott M. (2016, January 2). What Are Your Chances of Project Success? [From the Archives - First Published on 12 December 2012]. Available at: https://scottgraffius.com/blog/files/archive---chances-of-project-success.html.
© Copyright 2016 Scott M. Graffius. All rights reserved. This material may not be published, broadcast, rewritten or redistributed without the express written permission of Scott M. Graffius.
Typical Software Development Risks: Symptoms, Causes, Indicators, and Mitigations [From the Archives - First Published in 2012]
02 January 2016
This article was first published on 16 December 2012.
The risks for software development projects can vary. However, this article provides a view of the typical risks along with the respective symptoms, root causes, leading indicators, and mitigations for each.
Risk: Inaccurate effort and estimates and schedules
- Symptoms to watch for: Pattern of late deliverables; lack of awareness of schedule and status.
- Potential root cause: Schedules based on business ('top down') need rather than team-generated ('bottom up').
- Leading indicators: Earned value - schedule performance index (SPI).
- Mitigations: 'Bottom up' planning; monitor effort and schedule; engage earned value for monitoring, control as needed.
Risk: Unconstrained requirements growth
- Symptoms to watch for: Development staff cannot keep up with requirements changes.
- Potential root cause: Requirements change not well-managed.
- Leading indicators: Requirements change rate.
- Mitigations: Plan for change (employ a requirements/change control process); don't start development until there is a stable set of requirements.
Risk: Dysfunctional organization
- Symptoms to watch for: High project staff turnover; frequent staff reassignments; poor work environment; low productivity; staff lacks necessary skills and experience; and key role(s) are vacant.
- Potential root cause: Lack of motivating work environment; poor management of project prioritization; lack of experience with work needed on project.
- Leading indicators: Project staff turnover compared with historical trend; productivity; project team does not have an appropriate understanding of the requirements and project status.
- Mitigation: Monitor, manage, and control issues and risks; status reporting; external (peer) assessment of project plans.
Risk: Poor software quality
- Symptoms to watch for: High test defect counts; significant rework.
- Potential root cause: Focus on schedule rather than quality.
- Leading indicators: Test inspection yield; test defect density; defect discovery and closure rates/profiles.
- Mitigation: Create a development quality plan that focuses on inspection rather than (only) test; measure and track against quality plan; cultivate a focus on software quality.
Risk: Under-performance
- Symptoms to watch for: Low productivity.
- Potential root cause: Technical complexity; development environment changes; under-achievement.
- Leading indicators: Earned value - cost performance index (CPI).
- Mitigation: Engaged earned value, control as needed.
Manage risks and you'll greatly improve the probability of success.
How to Cite This Article
Graffius, Scott M. (2016, January 2). What Are Your Chances of Project Success? [From the Archives - First Published on 16 December 2012]. Available at: https://scottgraffius.com/blog/files/archive---software-development-risks-and-mitigations.html.
© Copyright 2016 Scott M. Graffius. All rights reserved. This material may not be published, broadcast, rewritten or redistributed without the express written permission of Scott M. Graffius.