A while back, I did a series on using historical methodology during project initiation and planning.
The steps I use during analysis can be found in the posts below:
During my final analysis, I focus on two areas:
- People – Who gets along with whom, the stakeholder RACI matrix (both what the stakeholder says they want AND their behavior when faced with a similar project), and any cultural norms that will impact how the project is run and the chances of project success.
- Processes – Where does scope creep tend to occur (and from where)? How accurate were the time and cost estimates on similar projects? Is there a pattern of schedule and cost over-runs at the organization across ALL projects? Do you see any causation trends – Unrealistic expectations? The same 5 people being put on ALL projects? Lack of organizational focus? Add your favorite to this list.
Most project managers focus on process issues and lessons learned when they do their project planning preparation.
I would argue that cultural analysis, and getting a solid read on the culture around the project will have an even more powerful impact on the success or failure of your project. I’ve seen too many projects fail because of people-issues, despite planning, careful controls, or even well-run Agile methodologies.
- Lack of clarity around roles
- Lack of clarity around why you are doing this project in the first place
- Lack of trust
- Unclear acceptance criteria
- Political games – at all levels
- Unclear priorities
- Overworked individuals pulled in too many directions by management – usually your most competent people
- Misaligned rewards
- Disengaged (or actively hostile) leadership
- Add your favorite people issue here…
Take some time to discern the historical and current state of the people and culture and how people-issues can potentially impact your project’s chances of success.
Despite assurances to the contrary, these issues will pop up during your project whether the individuals involved mean to or not. Old habits die hard.