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BDO Connections7 Steps to Avoiding Project Failure
Mark Stuyt
About Mark:
Founder – Chief Engagement Officer
25 year sales professional (CA, Pivotal CRM, PeopleSoft,
SAP)
Advisor to Microsoft & Tier 1 & 2 Microsoft AX/NAV/CRM
Partners: Europe, North America, Asia
Author: Microsoft Accelerated Selling Methodology
Author: Microsoft Industry Acceleration Content
Mark’s contact info:
(604) 617-8522
Website
Consumption Gap7 S t e p s t o A v o i d i n g P r o j e c t F a i l u r e
Selection Process
5
HISTORICAL CONFIRMRESEARCH
Changing Engagement Point7 S t e p s t o A v o i d i n g P r o j e c t F a i l u r e
or
Trigger Event7 S t e p s t o A v o i d i n g P r o j e c t F a i l u r e
Always comes as a surprise
Illuminates business challenges
Highly emotional
Cannot be ignored
Aligned with:• Growth
• Risk
• $ (profitability/cost)
• Control
Trigger Event7 S t e p s t o A v o i d i n g P r o j e c t F a i l u r e
Lost a strategic customer
Missed earnings call
Key metric violation
Inventory write off
Merger or acquisition
Bad decision
7 S t e p s t o A v o i d i n g P r o j e c t F a i l u r e
The ROOT CAUSE/SOURCE of the Trigger Event
Inventory ManagementScheduling
BillingMerchandisingLoyalty Mgmt.
Mobile, EDI, POS Integration
Business Challenge or
Business ProcessKey Requirement
Business Challenges & Key Requirements
7 S t e p s t o A v o i d i n g P r o j e c t F a i l u r e
Features
Requirement
IT
Team Workspaces
Compliance Reporting
Dashboards –
KPIs/Reporting
Jobsite Mobility
Mobile Time Capture
Web Services
BMI Integration
Records
Management
Cloud
EDI
Subscription
Licensing
Text
HOW
Function
Business Process
Management
Project
Collaboration
Project Management
Budgeting &
Forecasting
Time & Expense,
Billing
Scheduling
Estimating
Inventory Control
Talent Mgmt
Subcontractor Mgmt
Equipment Mgmt.
RFI/Bid/Proposal
Mgmt.
Billing
Text/Video
WHY
(Trigger Event)
Metric
Business Challenge
Leadership
GrowthM&A
Large or complex new
project
FearLost a key customer
Project write-off
Utilization <70%
RiskCompliance penalty
Litigation
ControlBad decision
Dialogue/Video
WHATMarket Forces &
Industry Drivers
Economic:
All major private sectors
showing growth
Regulatory:
Rapidly changing
building/zoning codes
Suppliers:
Unpredictable pricing
and supply
Competitive:
M&A - larger,
specialized competitors
Customer:
Risk resistant buyers
(fixed fee
projects/penalties)
Customer’s Customer
Demand for sustainable
buildings
Impacts
Economic:Growing backlog
Larger projects
Regulatory:Certification requirement
sustainable building
practices
SuppliersProject delays
Lower project
profitability
Competitive:Increasing lost bids
Declining margins (BMR)
Customer:Increasing litigation, legal
costs & settlements
Increase in “rework”
Customer’s CustomerIncreasing labour costs
Declining utilization
Emotional Messaging Framework
Traditional Project Approach
11
7 S t e p s t o A v o i d i n g P r o j e c t F a i l u r e
Functional Challenges Identified
Requirements Defined
Vendor Parade & Selection
Implementation
Project
Impact
Source: Standish Group (2015)
Companies Less than $200 million in annual revenue
46%
35%
19% Canceled
The majority of technology projects fail!
Challenged
Successful
Time 202% Budget 214%Expected Benefits 74%
Project Success7 S t e p s t o A v o i d i n g P r o j e c t F a i l u r e
1. Lack of User Input
2. Incomplete Requirements
3. Changing Requirements
4. Lack of Executive Support
5. Technology Incompetence
6. Lack of Resources
7. Unrealistic Expectations
8. Unclear Objectives
9. Unrealistic Time Frames
10. New Technology
Reasons for Failure
Why Projects Fail7 S t e p s t o A v o i d i n g P r o j e c t F a i l u r e
1. Lack of User Input
2. Incomplete Requirements
3. Changing Requirements
4. Lack of Executive Support
5. Technology Incompetence
6. Lack of Resources
7. Unrealistic Expectations
8. Unclear Objectives
9. Unrealistic Time Frames
10. New Technology
Reasons for Failure
Why Projects Fail7 S t e p s t o A v o i d i n g P r o j e c t F a i l u r e
Project Methodology
Eliminates
1. Lack of User Input
2. Incomplete Requirements
3. Changing Requirements
4. Lack of Executive Support
5. Technology Incompetence
6. Lack of Resources
7. Unrealistic Expectations
8. Unclear Objectives
9. Unrealistic Time Frames
10. New Technology
Reasons for Failure
Why Projects Fail7 S t e p s t o A v o i d i n g P r o j e c t F a i l u r e
Business InputsProject Methodology
Eliminates
Primary Change Drivers (Trigger Events)7 S t e p s t o A v o i d i n g P r o j e c t F a i l u r e
Improve profitability
Accelerate growth (revenue)
Decrease costs
Reduce riskCompliance
Control (Reporting and forecasting)
System obsolescence
Increase control
EconomyRegulatory Change
Suppliers
CompetitionCustomers Behavior
Declining RevenueMargin Pressure
Limited Differentiation
Industry Drivers &
Market ForcesMeasurable Impacts
Industry Drivers & Market Forces7 S t e p s t o A v o i d i n g P r o j e c t F a i l u r e
EXTERNAL pressures that FORCE organizations to invest in new business systems!
Business Impact Assessment7 S t e p s t o A v o i d i n g P r o j e c t F a i l u r e
Functional Challenges Identified
Requirements Defined
Vendor Parade & Selection
Implementation
Project
Impact
BUSINESS
IMPACT
Executive Commitment, Project
Priorities, Risks, Success Criteria, Business Case
Elements
Process/Project Challenges
Internal Objectives & Metrics
Business Value
External Drivers
19
IndustryDrivers &Market Forces
IndustryDriver
Impacts
Project Objectives
Challenges & Barriers
Solution Requirements
Business Case Impact
What Drives Change7 S t e p s t o A v o i d i n g P r o j e c t F a i l u r e
