In my previous article, A New Brainstorming Model for Client Involvement PART 1: A New Brainstorming Model, I discussed the ECPM Framework and the Ideation phase. Phase 1 was to develop the business case.
According to IBM, 60% of projects fail to meet their goals and objectives. KPMG reports that 70% of organizations surveyed have experienced one or more project failures in the past 12 months.
There can be little argument that the pace of organizational change over the last 25 years, and in our world, in general, has been nothing short of frenetic. In this time, we’ve seen the emergence of technology as a driver for business and the way they operate. This has been largely positive, but the downside of this mass adoption of technology is that electronic interactions and social media have, to a large extent, taken the place of personal interactions. While I can’t dispute the value technology brings to the modern organization, in many cases it appears to be degrading people’s ability to interact and belong.
The only person who likes change is a wet baby! A wet baby is aware of the imperfections of its current situation and will cry and scream until a change is brought about. This analogy is a simple one, but it does contain a core of truth. If your target audience is dissatisfied with their status quo, they will be willing to change to something else.
As we see more and more organizations adopt Agile principles and the frameworks that support them, there is an interesting scenario playing out in the Agile community.
There is a flood of certificates being handed out for a role that increasingly requires a very distinct ‘persona’ to successfully fill.
Giving feedback is one of the things I like most about Agile methods. There’s this thing about it though. It’s not that easy to give effective feedback. Lately, I’ve been hearing Agile team members start their feedback with the following statements:
Whether you are a project manager or a person working on projects you have at least one boss. He or she might be a client, a sponsor, a functional manager or an executive anywhere in the chain of commands above you. More often than not, as a project manager, you have more than one boss.
Every PRINCE2 Project is a response to a Project Mandate. The Mandate can arise from anywhere in the organization but is usually the result of a senior manager or sponsor bringing an unsolved problem or untapped business opportunity to the attention of the organization. Underlying that mandate is the expectation, or even the insistence, that something be done. In response to that request, a team is commissioned to identify and prioritize a number of responses to that mandate. That can be of minor difficulty or a major STEP into the unknown and everything in between.
As I work with manufacturing and distribution clients from all industries such as aerospace, building products, and medical products and across a wide range of sizes from a few million to multi-billion dollar companies, I find that project management is one common thread across every client. Since growing the business and improving performance is of paramount importance to compete, new programs, process improvements, and other organizational changes continue to increase in numbers to support this expectation. Thus, project management is increasingly a strategic imperative to success.
As promised, this is the third article in our modeling series and the second one on use cases. We had promised that in future articles we would show examples of use case diagrams, explain how to build them, and describe why we should create use case narratives. And yes, we’ll explain how use cases provide the same information as the Given—When--Then format. So here we go!
Creating something new, is always an act of destruction. When implementing change you replace the old status quo known to everyone, with a mere vision of a goal in the future. Having respect for the existing Status Quo, builds respect for you.