Over the past 25 years, software projects have had a dismal success rate. The focus on project management skills has significantly improved those capabilities, yet the failure rate remains basically the same. Most of the failures have been due to lack of participation of the business. The following success criteria have been identified in a number of posts.
Success criteria
1. User Involvement
2. Executive Management Support
3. Clear Statement of Requirements
4. Proper Planning
5. Realistic Expectations
6. Smaller Project Milestones
7. Competent Staff
8. Ownership
9. Clear Vision & Objectives
10. Hard-Working, Focused Staff
If we look through this list, especially those at the top, we see business involvement as a key element. Yet most software projects are defined in terms of technology deliverables and are managed by IT, or even worse, by a supplier.
If you speak to a business unit manager, you will seldom find one who has any interest in the technology deliverables, except to have them there so that they can be used. If you want him or her to be passionate about what’s being delivered, you have to give them something to be passionate about, and do it now. You can’t bore him with technology for 3-6 months and expect him to remain interested and supportive.
So what’s the answer? You can’t dictate passion. You have to identify deliverables in business terms (there may be a software prerequisite). You have to deliver results as soon as possible. The faster you deliver results to the business, the more passionate he will be about supporting the project and ensuring it is a success.
If you can’t do that, you will fail, or at least fail to impress the business.
