A wise man once said, Project Management is doing project rights. Portfolio Management is doing the right mix of projects. Depending upon how your organization is utilizing information technology will be portrayed in your organization's project mix. Currently, we have a small project expense organization mix. Mostly upgrades and minor enhancements, some of it has to do with the economy and non-existent capital. Others can be viewed on how we have not yet achieved the term strategic business enabler. Some projects should be placed out into the pasture of long lost opportunities. Yet we continue to strive towards these endeavors.
Let's talk about some of the common characteristics displayed and when a project should be terminated.
- Lack of Sponsorship: Ever been on a project where the executive sponsor was walked to the door. Chances are the project should be halted and evaluated for re-engagement when the management renewal process comes to fruition
- Priority Changed: Its hard to keep the momentum on a project that jumps from critical to low to medium to low. Any degrade in priority should place the project on the murder board.
- Missed the target date: If you needed it by X, and it is now 30 days past X and it maybe another 60 days to get it done. Its time to decide if the moment of opportunity has past.
- Increased Risk: If in your risk management process, there is suddenly significant increased risk. It is time for the review of the kill criteria.
- Evil Vile uncontrolled Scope Creep: Do you have more scope changes than project tasks? Uncontrolled scope is just a project awaiting for the kill switch.
- Will not achieve benefits: If it doesn't have business benefits, don't do it. Could you imagine asking an organization to invest half a million in an upgrade, but still keep those life saving pharmacy rules turned off. If the project isn't going to realize the benefits, it is time to work on items which will.
- Severe Vendor Management Issues: Suffering from a vendor who no longer answers the phone, or perhaps the latest release has been missed. Be sure to review the dissolution terms in the contract, it may be time to execute those terms.
So if on your project dashboard, you notice 5 - 10 projects which should be killed what do you do? One suggestion is to have a project murder board, and for any of the poor performers have to have the sponsor justify the continued investment.
An easier item from a go-forward philosophy is to have project cancellation criteria right in the charter. It is easier to say based upon any of the above situations, that the project will be brought before governance for a value review. A part of this best practice to make the project manager accountable for triggering the review.
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5 Comments to “The project kill switch and project management.”
How do you achieve quality in your projects?
I find ways to improve the repeatability and performance of critical activities. This drives an immediate and positive impact on both quality and performance. However, simple changes often cause significant concern at all levels regardless of the current quality of service or other deliverables. Simple changes, regardless of prior evidence of best practices, is still difficult to integrate and can take months.
Slow, steady progress that is well documented and thus repeatable seems to be the only path forward in most organizations.
Hi Laura,
Quality has many different touch points, commonly we focus upon three main areas. First for project management, we focus on our main pain points which are communication, sponsorship, and planning. For Healthcare IT, we focus upon using experienced subject matter experts and adopt standards for rolling-out solutions. Finally, from the business perspective, we focus on achieving the benefits for the project. Looking at ways to make the most of opportunities.
I don't understand how the vendor management issues can be a reason to kill a project, what do you have to look out for?
Good point about the business benefits!
There are a couple of items to see, it mainly starts in contracting. The first warning sign I have seen is a vendor not willing to modify or tweak the master service agreement. This is normally a sign for lack of cooperation in the future.
Another item is a lack of responsiveness or follow through during project execution.
Also there are those systems which are vaporware, or only run on overhead projectors through powerpoint, Red flags all around.
This was a great post and very true. I haven't been in healthcare IT but I have been in the "bastard brother" BI/PIP/MEDPAY insurance claims and while not exact, it is similar and I can readily see how this relates. Currently I'm in financial services and although one would think these points are natural, realistic and necessary, my experience is the opposite. Killing a project based on the criteria here is verboten, no matter who raises it. Particularly telling is the missed date conundrum: how important can it be if the date has been missed by 6 months? Talk about pouring good money after bad. Great post but I couldn't imagine trying to introduce a "project murder board" without a visit from HR!
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Welcome to the Healthcare IT Project Management Blog of Elyse Nielsen. This is the place where I share the ideas I have learned, the things I’d like to remember, and my thoughts for a brighter future. Find out more.
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