|
|
In this Issue
Dedication Group Dedication Group are business technology advisors. Do you require impartial technology direction? Are you planning to implement systems into your business but don't know where to start? Do you have an IT Strategy to complement your Business Strategy? Contact us today to find out how we can help! Flying Solo Greg Pritchard is a Featured Contributor for Flying Solo; the online magazine for solo and small business owners www.flyingsolo.com.au
Did you know? I will be presenting a seminar for small-to-medium businesses at the NSW Business Chamber on 'Disaster Proofing Your Business', June 3rd at 7am. To find out more and register your attendance; click here
|
|
|
The Advisor from Dedication Group for May 2009 Hi, Welcome to The Advisor from Dedication Group. This month we provide some advice on how to kill your projects! We often get called when one or more of these oversights or mistakes have been made and the project needs fixing. We've actually added these items into our project checklists to ensure better, lower risk results. Also, check out the Did you know? section for how Dedication Group is giving back to small-to-medium business with the NSW Business Chamber. We hope you enjoy the read.Make sure you check out Jo Hanlon's tip on staff communication best practice. 'Til next time! Greg Pritchard Ten Ways to Kill your Project Whether you're a project manager, stakeholder or provider; there are some actions we have seen time and again which are guaranteed to kill your project's likelihood of success. This article lists ten ways projects are unintentionally sabotaged, and what to do about them:
1. Don't bother planningAs the old maxim goes "If you fail to plan, you plan to fail". The nature of your project will drive the level to which you need to plan, but all projects need planning. Before you start a project; you should have a very clear picture of what the final outcome will look like, how you're going to achieve it, and what resources you will need, both internally and externally.
2. Ensure the project has nothing to do with your business objectivesIf your project is not directly tied to achieving your business goals, why are you doing it? You may be looking to gain more customers, drive efficiencies in processing, or gaining better control and lower the risk of your business operations. Whatever it is, if the project is not measurably contributing to these business outcomes; forget it.3. Only get one opinion, quotation or piece of adviceWhen sourcing quotes or advice for your project, or when choosing a product solution; don't go for the first one that comes by. Even if the product or quote seems to match your needs exactly; still take the time to obtain a variety of independent opinions. Multiple quotes will not only give you a basis for comparison and negotiation, potentially saving you money, but you also learn more about your own problem and requirements in the process.4. Expect to pay too little for your projectProjects are like anything else you spend money on. There is a fair price for the project, and there is a cheap price. And of course, you can pay too much. If you only want to pay the cheapest price; you need to understand and factor in the consequences and limitations of what that project will do for you. If you buy a cheap car, you know you're not going to be able to race against Schmacher, and you're more likely to need to spend more time and money in the long run servicing it. More often than not, when paying too cheaply for your project up-front; you end up spending more than the original fair price in getting it over the line.
5. Screw your providerThis is related to paying too little. Any project is made up of, not only the major deliverables agreed in the quoting and acceptance process, but also a thousand and one little modifications and extras. When a provider is bled to the bone during the negotiation process; the only choice left for the provider is to account and bill for every tiny variation to compensate them for the profit margin lost in the original project scope. You are likely to get better long-term value from your provider if you pay a fair price (see the point on getting more than one quote). Don't forget also - while there is a long-term value of your customers, there is also a long-term value of your providers.6. Promise something you can't deliverAs provider, its important to instil hope and flexibility when pitching for projects, however promising features or capabilities which don't exist in your product or service is fraught with danger. There of course, is a possibility that your product will be ready in time, but more often than not - your project team, or you, will need to scramble to deliver a poor quality version of what was promised. This not only raises the risk of a project failure, but also creates distrust in the client's mind.7. Be optimisticContrary to popular belief, being too optimistic when planning a project is not actually a good thing. This isn't implying that we should be pessimistic about the project's likelihood of success, but we need to be measured in our expectations of what is possible. By considering all the things that could go wrong on the project and being conservative in our estimates; we are more likely to deliver a successful outcome for all stakeholders.8. Make assumptionsThe system will work as promised, all resources will be available, the input costs for the project won't change, everyone is on the same page, and nothing ever goes wrong! When planning and managing a project; it's always wise to question the existence or validity of the factors which can derail an otherwise healthy project. Practical risk management strategies should be applied to critical parts of the project to ensure we can prevent or work around obstacles which may arise during the implementation.
9. Don't communicateA project manager's primary responsibility is communication, and will generally spend in excess of sixty percent of their time communicating with stakeholders and those delivering the project. If all parties to the project are not on the same page, at all times, the project is bound to diverge from original expectations. Whether you have a formal project manager or not; don't forget the constant communication required to successfully deliver a project.10. Forget to call Dedication GroupOf course this is a shameless plug, but we have huge amounts of experience managing technology projects. Give us a call when you have a project that needs to be managed to a successful conclusion.What guaranteed project killers have you seen? 
HR Coaching Tip: Communicating your Business Direction Your staff do not have your passion and focus and cannot read your mind about where you want your business to be. So, to keep this vision alive and consistent as your business grows; get your business direction, goals, measures of success and company values out of your head and on to a piece of paper. Document your plans and vision in both words and pictures to cater for people who absorb, retain and recall information differently. The simple act of communicating your business direction and plan to your staff has the potential to improve staff productivity, increase profits, and reduce confusion and wasted time. Whether its a boom time or bust; take this critical step now before it's too late. Don't be afraid to ask for help from an HR specialist to really get the message through. 
This tip is courtesy of Jo Hanlon Edwardson Hanlon is in the business of HR Coaching. We coach businesses to build great workplaces. Contact Edwardson Hanlon on 1300 853 330 or visit www.edwardsonhanlon.com.au |
|
|
|
|
|