10 Ways to Absolutely Ruin your Projects

Instead of providing a list on how to successfully run a project management office, I chose a different route and set out to assemble a list of valuable information that guarantees project failure under any given circumstance. If you are a project manager or run a PMO, the recommendations you will read below are full of promise and will definitely get you into trouble.  With that in mind, here are…

10 Ways to Absolutely Ruin your Projects

  1. Start a project without a defined goal or objective:  Like a ship without a destination or a race without a finish line, starting a project without a goal is an exercise in running in circles.  No matter how much time, effort or money you through behind it, you’ll never accomplish what you set out to do because it was never clearly defined.  Then again, it’s also a great way to stay out of trouble because you’ll never know when your project is ‘moving sideways’.
  2. Run a project that is not aligned with the company’s objectives:  I know ‘mobile tech’ is really cool.  So is ‘social media’.  So let’s kick off a project to do that.  Wait a minute.  Did we ever check with our customers – both internal and external – if this is what they are asking for?   Do we know if this project help move the company’s goals forward?  I don’t know, but let’s call it “Rogue Project” because it sounds so cool.
  3. Manage a project that does not have a sponsor’s support:  Like a football quarterback without his offensive line, running a project without a sponsor to provide direction, remove obstacles, and ensure support to move the project forward is a great idea.  Please let us know how that works out for you, OK?
  4. Make a project more complex just for complexity’s sake:  If two levels down into the work breakdown structure is good, six levels is great.  It’ll show people how much more smart and experienced you are than them.  If you can do this effectively, it leads to…
  5. Micromanage your team, especially the senior level people:  Which studies show is a great way to lose supporters. Really fast.
  6. Don’t consider the benefits or ROI before you kick off the project:  Project benefits are so hard to define.  And who knows if we’re ever going to achieve them anyway.  So let’s not worry about it.  Just give me that bag of money so I can start my project already.  It’s not about value after all – it’s about working with cool technology.
  7. Recreate the wheel when starting a project:  I know my organization has done something like this before, but I’m really, really smart and don’t need the help.  I’m happy to start all the deliverables from scratch.  Or maybe this time I’ll just make up a new methodology.  Why recycle and reuse when I can just recreate?
  8. Allow your project’s scope to change on a whim:  if we don’t have a good change control process it makes the project easier.  If we learn new things, let’s quickly move in that direction.  We can call it ‘iterative execution’.  Just like a new puppy deciding if he wants to chase a ball, bark at the other dogs or have a snack.
  9. Don’t check in with the stakeholders or customer through the lifecycle of the project:  we already understand what they want, so bringing in them back in as we move through the project will only give them a chance to get more engaged and supportive.  Nah…let’s just surprise them at the end.
  10. Spend, spend, spend:  Don’t worry about budgets – they’re just rough estimates, anyway.  If we need to get more developers and fly the team out to Las Vegas for a workshop, so be it.  By the time the financial team finds out it will be too late anyway.

Hopefully the list above is taken as a cautionary tale – maybe even a checklist of what not to do.  How do you stack up against it?

BioBridge Global Gets Competitive Edge with Daptiv’s PPM Solutions

We are excited to announce that with the help of Daptiv’s innovative PPM solutions, BioBridge Global (BBG) was successful in aligning its multiple business lines, streamlining complex processes and standardizing projects across the organization. BBG is a non-profit company that oversees and supports the South Texas Blood & Tissue Center, QualTex Laboratories, GenCure, and The Blood and Tissue Center Foundation.

For an organization catering to a highly regulated industry, the road to smooth planning and execution needed a lot more than just a PMO. Operating in the heavily regulated Healthcare industry with changing government strategy, policies, and meeting multiple audit requirements, BioBridge Global was in need for a dynamic project portfolio management (PPM) tool that would help them keep up with changing requirements at the project level without adding excessive time and cost.

In collaboration with Daptiv, BioBridge Global created several custom applications using Daptiv’s Dynamic Applications, including a report-building scorecard and applications that provided visibility and cost/benefit analysis. Daptiv’s report building mechanism enabled BBG’s governance committee to take critical business decisions as it grew its business operations across the state. Additionally, Daptiv’s insight has helped BBG determine a project’s fit in supporting the overall business by identifying costs, potential risks, resource issues and more before a decision is made to green light a project.

To know more about the announcement, click here.

Daptiv honored as Bronze winner in the 5th Annual 2013 Golden Bridge Awards

 Only Project Portfolio Management Vendor To Be Recognized In The Mobile Product Innovation Category

This month, Daptiv earned the Bronze status in the Golden Bridge Awards for its Daptiv Mobile solutions. We were the only PPM vendor to be featured in the Mobile Innovation category. More than 40 judges from a broad spectrum of industry voices from across the world participated and their average scores determined the 2013 Golden Bridge Business Awards winners.

The annual Golden Bridge Awards program encompasses the world’s best in organizational performance, innovations, products and services, executives and management teams, women in business and the professions, innovations, case studies, product management, public relations and marketing campaigns, and customer satisfaction programs from every major industry in the world. Organizations from all over the world are eligible to submit nominations including public and private, for-profit and non-profit, largest to smallest and new start-ups.

Daptiv Mobile makes it simple for enterprises to deploy and for project managers and team members to use. Since Daptiv Mobile leverages HTML5, there is no application to install or maintain. Daptiv Mobile is accessed on the user’s smartphone browser and the application automatically syncs any updates and changes made on a mobile device with Daptiv PPM. Unlike other mobile PPM offerings that are iPhone or Android-specific applications, a single version of Daptiv Mobile caters to clients across multiple mobile platforms – including iOS, Android and Blackberry. This ensures that users experience the same interface across multiple devices.

Daptiv Mobile, a HTML5-based Web client that enables users to securely manage timesheets, tasks and approvals anywhere from a mobile device. This application complements Daptiv’s cloud-based PPM solution and gives users more choices on how to use Daptiv PPM away from their offices and computers.

To learn more about Daptiv mobile, please visit: http://www.daptiv.com/products/daptiv-mobile.htm

 

Survey Finds Resource Management is the Top Business Challenge for Senior Executives

We recently surveyed 100 senior IT executives at the Gartner PPM and IT Governance Summit from May 20-22, 2013 to gauge and analyze the key business challenges faced by organizations in today’s economy. Interestingly 67% of respondents considered resource management as their top business challenge, 28% of them found it difficult to justify the value delivered by the Project Management Office. 22% stated that keeping track of time and money leakages was a concern. Only 5% considered delivering change without overburdening their staff as their main issue, which can likely be attributed to their usage of PPM software and resulting benefits.

“67% of Senior Executives Identified Prioritizing Work to Fit Available Resource Capacity as Their Biggest Business Challenge”

Project Management Offices are increasingly seen as custodians of the resource management process within organizations, and this is validated by another study conducted by pmsolutions research – “The State of the PMO 2012”.  The study looked at a broad spectrum of companies across the globe and found that the number one priority for the PMOs is to “Improve Resource Planning and Forecasting Process.” Pointing towards similar findings, both the Daptiv survey and the pmsolutions’ study reveal that overcoming resource management challenges will be vital for PMOs to justify their value in the future.

You can find the details of the survey here.

Daptiv to Provide Resource Management Capabilities to Delta Dental of New Jersey

Delta Dental of New Jersey has selected Daptiv PPM for its resource management capabilities to manage resources, streamline processes and standardize projects across the organization. Delta Dental of New Jersey (www.deltadentalnj.com) is New Jersey’s leading dental benefits company, providing or administering coverage to more than 1.5 million people through contracts with employers in New Jersey and Connecticut.

Delta Dental of New Jersey selected Daptiv’s SaaS-based PPM solution over competitive alternatives based on superior process improvement methodology, metrics tracking, usability and low total cost of ownership. Delta Dental of New Jersey’s decision to deploy a PPM solution comes at a time when economic conditions are forcing organizations to improved efficiency and accuracy, particularly as they relate to IT projects. By streamlining established processes, Daptiv PPM enables Delta Dental of New Jersey to improve resource utilization, better prioritize projects and lower overhead costs.

Daptiv’s SaaS-based PPM solution enables Delta Dental of New Jersey to integrate all of its projects and provide real time visibility into the status of multiple projects across its portfolio. High-level dashboards for C-level executives keep track of developments on a regular basis, and an intuitive interface helps executives and managers identify resource bottle necks, manage resource utilization and more accurately plan projects.

You can view the complete announcements here.