10 indicators of a troubled project
by
Mike Sarokin
These are some indicators that a project might be in trouble.
- The project description includes technology in the first paragraph.
Too often technology overtakes the business value for the project. One indicator is the description of the project. If you see “Project X is an object-oriented solution based on Web Services …” as part of the description the project has lost it’s business focus.
- The user sponsor and the development team have different risk lists.
Having different lists is a sign of a project not communicating. A common risk list needs to be visible to the entire project team.
- The program management organization produces charts and graphs but is not involved in the project.
The best way to illustrate this is by a real example. I went to a project that was on schedule and interviewed the program management office and the development team just prior to production implementation. I asked the development team why the testing task was marked complete (I knew that it wasn’t). The team told me it was marked complete because the time had expired. I asked the program management office what their definition of complete was, the response was “don’t know, I just record the status.”
- The development team calls during the development process and says “we need a tool.”
The need for a tool at the last minute is an indication that the project team does not feel they can deliver the solution. Tools won’t solve the core problem.
- The development team does not know the business purpose of the solution.
Not knowing the business reason for the project is especially alarming if the designers and architects don’t know the business purpose of the solution. Developers in a factory approach will not be able to provide continuous feedback if they don’t know the business purpose.
- For projects that have contracts, there are more than 20 Service Level Agreements (SLAs) in place.
Too many SLAs are unmanageable and unattainable. Whether the right number is 20 or 30 isn't important, however, 500 SLAs is not the right number.
- The parking lot of the project team has no cars after normal business hours.
Maybe the parking lot is empty because the project is so well managed? Most likely, it is empty because the team has lost their sense of adventure for the project.
- There are stacks of paper throughout the office.
Some projects are out of control with respect to documentation. Stacks of paper are an indication that nobody needs the documentation.
- The delivery of the production solution is more than 6 months from the project definition.
Business changes while projects often plod along. There is a strong possibility that the project may have missed the need for business.
- The project manager is in the office with the door closed for hours without anyone in the office.
One of they key attributes of success for a project is to have open communication. A closed door might be a sign of a closed mind or someone who is not a people person.
Any others out there you would care to nominate?
