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Disconnect Failures - Ailment #3 Leading to Project Failure
January 28, 2009 | Author: PM Hut | Filed under: Project Management Musings
Disconnect Failures - Ailment #3 Leading to Project Failure (#5 in the series Decoding the DNA of Failed Technology Projects)
By Robert Goatham
As with top led failures, disconnect failures relate to the key strategic decisions made in the project.
However, unlike the strategic blunders that drive a top led failure, the strategic and vision related decisions made in a disconnect failure are in fact good decisions. Disconnect failures occur when a project loses sight of its value proposition and ends up implementing a solution that fails to meet its rightful goals.
I accidentally tripped over a case of a disconnect failure in a presentation once. I was asked to give a presentation to the senior managers of a global cargo shipper based in Asia. The presentation focused on the role of the project sponsor. During the presentation the organization’s CEO started asking the other senior managers present about their SAP implementation project. The organization had recently implemented a large scale SAP system with the goal of attaining efficiencies by integrating previously disparate functions into one streamlined solution. During the discussions between the CEO and his management team, the CEO figured out that instead of integrating functions; the project team had simply mirrored their existing business processes into the SAP environment. The resulting system was no more efficient or streamlined than the older technology they had used.
This example is a classic example of a disconnect failure. Although the CEO felt that he had set the project on the right path, his vision of what the project should achieve and the actual results attained were two completely different things. That meeting transformed the CEO’s perception of the project from success to failure. I’m not privy to what happened after I met with the organization, but I’m sure there will have been some difficult questions to be answered.
A disconnect failure such as the Asian cargo carrier case represents a breakdown in communications and governance. The problems are unfortunately all too common and because few organizations monitor the operational effectiveness of their technology investments disconnect failures often go undetected.
Robert Goatham is the principal of Calleam Consulting. Robert founded Calleam in response to the on-going challenges organizations face in developing the leadership skills necessary to successfully deliver today’s complex technology projects. Specializing in the study of failed projects, Robert translates hindsight from yesterday’s projects into the foresight needed to ensure tomorrow’s success. Robert has more than 20 years experience in the technology sector playing roles that include developer, technical lead, architect, quality manager, coach and senior project manager. As a public speaker, writer and trainer Robert provides audiences with insights that go beyond the theory of a text book and speak directly to the challenges people face in today’s workplace. Robert is passionate about helping organizations and individuals develop their skills. Visit www.calleam.com for more information.
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