1. How to Get Promoted When Your IT Project Fails Let’s Talk About…….. Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

2. Risk Assessment Project Management Maturity Distance Learning Strategic Planning & Project Management Project Management as a Competency Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

3. How to i How to identify, cancel, and close down a failed or failing IT project. Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

4. WARNING CANCELING A PROJECT CAN BE HARMFUL TO YOUR HEALTH CAN BE HARMFUL TO YOUR HEALTH Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

5.  Practical Guidance  Tips and Techniques Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

6.  Why Cancel IT Projects  Identification  Approval to Cancel  An Orderly Close Out Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

7. Why Cancel IT Projects ?  “WE DO NOT CANCEL FAILED PROJECTS, WE JUST RENAME THEM”  “AFTER FIVE YEARS YOU ONLY REMEMBER THE GOOD BITS, EVEN ON REALLY BAD PROJECTS”  “WE HAVE DECLARED THIS PROJECT A SUCCESS, WE HAVE NO OPTION BUT TO FINISH IT”  “THANK GOD, NOBODY KNOWS HOW MUCH WE REALLY SPENT”  “THERE’S ALWAYS PHASE 2” Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

8.  The whole development was shelved - never used.  Chaos when the project was implemented.  One year late and still unable to pass a full systems test.  The system bankrupted the company.  Other promising projects were side lined due to lack of funding. Why Cancel IT Projects ? Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

9. OR:  BUY A STRONGER WHIP  CHANGE RIDERS  APPOINT A COMMITTEE  BENCHMARK OTHER COMPANIES  CHANGE RIDING STYLE Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

10.  CHAOS Reports  McKinsey Report  KPMG surveys  PMI’s 2013 Pulse of the Profession™ report Bottom Line - 7 out of 10 IT projects “fail” Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

11. Because it makes cents ($$$)!  Rapidly changing technologies  Shortage of skilled resources  Coming 3rd to market is too late  Technology is company strategy Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

12.  Project Management Methodology - stage assessments  Focuses on project deliverables  Criteria broken down by PMBOK ® knowledge areas Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

13. Principal Criteria  Scope & Integration  Quality, Cost, Time Supporting Criteria  Risk, Procurement, Human Resource, Project Communications Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

14.  Scope has increased by more than 20%  Major rework  Critical issues unresolved for more than three months  Project Objectives - changed but not redefined, project no longer meets objectives, no clear project boundaries Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

15.  No agreed & documented measurable criteria for key deliverables  Key deliverables have failed Quality Reviews during this stage  QA/QC procedures in place (this a process measure) Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

16.  No major milestones met  Current planned dates cannot be met  Significant slippage vs. baseline  Schedule no longer reflects work being executed  No clear accountability for tasks Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

17.  No longer meets business case  Project cost estimate unrealistic  Significant cost overruns/approved cost changes Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

18.  No one is in control of the project  No IT management support  No customer representation  Significant legal exposure  Status reports do not agree with performance data Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

19.  Project Sponsor  Senior Management  Stakeholders  Prospective Users Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

20.  Complete part of the project  Prioritize project workload  Get customer to recommend  Re-assign project personnel  Use some of the outputs Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

21. Utilizing completed outputs:  business case  requirements definition  “to be” work processes  prototypes Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

22. Use the PMBOK® approach or a formal methodology:  contract close out  administrative closure Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

23.  Recognize and reward team accomplishment  Ensure that documentation is usable and accessible  Publicize key learnings  Follow up on any action items Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

24. Conclusions  Canceling IT projects that are failing or failed makes cents ($$$)  Having an objective method of identification helps  Do not underestimate the effort required to gain approval to cancel Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com

25. A project manager who can:  identify failing or failed projects  smooth the transition to cancellation  execute an orderly close out will improve their organizations performance - and performance is rewarded Ian Koenig PMP Quality IS Projects, Inc. www.QIPINC.com