990-15产品经理:Project failure--12 mistakes to avoid 项目失败——要避免的12个错误

Introduction

Have you ever been part of a failed IT project? If analyst research over the past 5 years is even close to being accurate, the answer is YES. Lets take a look at the definition of a successful IT project. A successful project is any initiative that satisfies all 5 of these criteria:
• Completed at or under budget.
• Completed on schedule.
• Meets sponsor objectives.
• Meets defined requirements of features and functions.
• Customers score the product as satisfactory or better.
If your projects do not meet all five success criteria, all the time, you need to read further to learn the roadblocks to avoid and the actions to take to make current and future projects successful.
介绍
你曾经参与过失败的IT项目吗？如果分析师在过去5年的研究是准确的，甚至接近，答案是肯定的。让我们来看看一个成功的IT项目的定义。一个成功的项目是满足所有5个标准的任何倡议：
·按预算或在预算之下完成。
·如期完成。
·满足赞助商的目标。
·满足定义的特性和功能要求。
·客户对产品的评分为满意或更好。
如果你的项目不符合所有五个成功标准，所有的时间，你需要进一步阅读，以了解路障，以避免和采取的行动，使当前和未来的项目取得成功。

Numbers Talk

The Standish Group Chaos Report (2003), a study of over 13,000 projects, shows project success rates have increased over the past 10 years, but still shows that 2 out of 3 projects are not successful. The Chaos report shows only 34% of projects meet all the criteria for a successful project. Challenged projects, those that only met a few project successes criteria measurements, contributed to 51% of the projects. Failed projects, those meeting none of the project success criteria, contributed to 15% of the projects. As with other research reports, it is safe to assume that today’s IT project success rate is between 28 to 35%.
The Standish Group Chaos Report (2003) also shows the lost dollar value for US projects is estimated at $38 billion with another $17 billion in cost overruns for a total project waste of $55 billion against $255 billion in project spending.
The bottom line is, 21% of the money your organization spends on IT projects is thrown away. That means, for an organization that budgets $10 million for IT projects this year, they will be receiving no value from $2.1 million of the money spent.
For consulting service organizations who specialize in turn-key projects, the data can be viewed another way. If their organization is financially responsible for the success of $10 million in a project portfolio, they could be performing $10 million of services work while only generating $7.9 million in revenue.
In the article Why Do System Implementations Fail (Sommers, 2003) a survey of 417 IT executives and managers lists 36 items to mitigate during a project to improve project performance.
After years of project successes and roundtable discussions with IT and business executives across the country, I have identified the “TOP 12” IT project mistakes that must be avoided.
数字说话
Standish Group Chaos Report（2003），一份对超过13,000个项目的研究报告显示，在过去的10年中，项目的成功率有所增加，但仍然显示，三分之二的项目是不成功的。Chaos报告显示，只有34%的项目符合成功项目的所有标准。具有挑战性的项目，即那些仅满足少数项目成功标准测量的项目，贡献了51%的项目。失败的项目，那些不符合项目成功标准的，贡献了15%的项目。与其他研究报告一样，可以安全地认为，今天的IT项目成功率在28%到35%之间。
斯坦迪什集团的混乱报告(2003年)还显示，美国项目损失的美元价值估计为380亿美元，另有170亿美元的成本超支，项目浪费总额为550亿美元，而项目支出为2550亿美元。
底线是，您的组织在IT项目上花费的资金中有21%被浪费掉了。这意味着，对于一个今年为IT项目预算1000万美元的组织来说，他们将无法从210万美元中获得任何价值。
于专门从事交钥匙项目的咨询服务机构来说，可以从另一个角度来看待这些数据。如果他们的组织在财务上对1000万美元的项目组合的成功负责，那么他们可以执行1000万美元的服务工作，而只产生790万美元的收入。
在为什么系统实现会失败（Sommers，2003）这篇文章中，对417名IT主管和经理进行了调查，列出了36个在项目期间需要缓解的项目，以提高项目性能。
经过多年的项目成功经验以及与全国各地的IT和业务主管的圆桌讨论，我已经确定了必须避免的“12大”IT项目错误。

1. Project Is Not Part Of The Strategic Plan

A strategic plan identifies your company’s business goals and the solutions needed to support those business goals. If a project does not line up with one of the items on the strategic plan, you should not do the project.
Many organizations are in “re-active” mode. Their focus is on the hottest fire of the day. These organizations usually look at a strategic plan once a year or sometimes never create one. Within these organizations, project failure is more prominent than project success. What is the key? Projects aligned with business goals on the strategic plan will “add value” to the business and your customers.
A large manufacturing organization implemented an expensive application monitoring solution that was implemented on-time and 13% over budget. The justification for the project: Help desk staff would better understand the user application needs and problems when they called in with an issue. The project team considered this a success, plus they had some cool technology to play with.
Unfortunately for the project team, the CFO attended the project de-briefing. The CFO’s only question to the team was: “How does this product help us produce more widgets, reduce inventory, or improve customer service?” After a minute of silence and blank faces, the CFO then stated that this project was a failure and just cost us $300,000 plus, returning no value to the business.
This project team learned a lesson the hard way.

1. 项目不是战略计划的一部分
   战略计划确定了公司的业务目标以及支持这些业务目标所需的解决方案。如果一个项目不符合战略计划中的一项，你就不应该做这个项目。
   许多组织处于“重新活跃”模式。他们的注意力都集中在一天中最火热的火上。这些组织通常每年看一次战略计划，有时甚至从来不制定战略计划。在这些组织中，项目失败比项目成功更为突出。关键是什么？与战略计划上的业务目标相一致的项目将为业务和您的客户“增值”。
   一家大型制造企业实施了一个昂贵