The Standish Group
Sample Research Paper
Unfinished Voyages
Cobb's Paradox:
"We know why projects fail, we know how
to prevent their failure -- so why do they still fail?"
Martin Cobb
Treasury Board of Canada Secretariat
Ottawa, Canada
Introduction
Off the coast of the eastern seaboard in 1906 there were 177
shipwrecks. These shipwrecks were caused by accidents, bad management,
carelessness, errors in judgment, and pilot errors --all of which
can be attributed to human (as opposed to technological) failings.
So too were the results of The Standish Group report on development
project failures.
From November 6th through the 9th, 1995, The Standish Group held
CHAOS University in Chatham, Massachusetts. CHAOS University was
a follow-up to the CHAOS study published in January 1995. The
Standish Group estimates that almost 80,000 projects were cancelled
in 1995. While The Standish Group identified the ten main causes
of these failures (along with possible solutions), it was unclear
whether these solutions could be implemented. In response to this
and by invitation only, CHAOS University brought together 60 IT
professionals for the purpose of digging down to create two additional
levels of detail in the implementation of the success factors.
Achieving the answers to solving project failure often lies in
developing written communication such as problem statements, project
plans, and detail specifications. However, one of the problems
with any written communication is the participant's (reader's)
level of understanding. As technologists, we think, write, and
talk in a manner that is not readily grasped by many people outside
our industry. Aside from sounding intimidating, you run the danger
of the reader actually thinking they understand what you are saying,
while your meaning may in fact be entirely different. To paraphrase
the words of the English poet, Samuel Taylor Coleridge "Until
you understand a reader's ignorance, presume yourself ignorant
of his understanding". In other words, write the document
devoid of all technical terms and pseudo technical terms. This
includes words used by our industry, but rarely used outside our
industry. Words like paradigm, metric, abstraction, and orthogonal,
should not be used in any document if you want the normal reader
to understand. Remember it is your job make the reader understand
the plan. It is not your job to show how smart you are or to demonstrate
that you can use big words.
At CHAOS University Martin Cobb, Treasury Board of Canada Secretariat,
Ottawa, Canada outlined his paradox: "We know why projects
fail, we know how to prevent their failure -- so why do they still
fail?" Throughout the next year via both magazine
articles and our home page (www.standishgroup.com), Standish will
explore the next level of detail and work to solve the mystery
of Cobb's paradox.
The CHAOS Report surveyed IT executive managers. For the purposes
of project comparison, The Standish Group used the project success
criteria from the surveyed IT managers to create a success potential
chart. The success criteria were then weighted based on the input
from the surveyed IT managers. The most important critera, "user
involvement", was given 19 success points while the least
important, "hard-working, focused staff" was given 3
success points. The table below lists the criterion in order of
importance with their appropriate success points.
|
SUCCESS CRITERIA |
POINTS |
|
1. User Involvement |
19 |
|
2. Executive Management Support |
16 |
|
3. Clear Statement of Requirements |
15 |
|
4. Proper Planning |
11 |
|
5. Realistic Expectations |
10 |
|
6. Smaller Project Milestones |
9 |
|
7. Competent Staff |
8 |
|
8. Ownership |
6 |
|
9. Clear Vision & Objectives |
3 |
|
10. Hard-Working, Focused Staff |
3 |
|
TOTAL |
100 |
CHAOS University attendees broke down each success criteria
into another level of detail. Attendees of CHAOS University were
asked to problem solve and come up with five positive ways to
achieve each of the success criteria. As you read the five reasons,
consider whether or not you have considered them in a real project.
After each explanation of the five positives, they are listed
again in question form. Ask yourself each question with a specific
project in mind and allot yourself the number of points specified
for each YES answer. After reading all ten success criterion and
the positive ways to achieve them, you should be able to calculate
a score which can be a maximum of 100 and a minimum of 0. This
number represents your project's success potential.
PROJECT SUCCESS POTENTIAL
In this COMPASS Report we look at the first level
of detail.
USER INVOLVEMENT
First, find the right user or users. Look for users up and
down the organization. Second, involve the user (or users) early
and often. Third, establish a quality relationship with the user(s)
by keeping open lines of communication throughout the life of
the project. Fourth, make it easy for them to be involved in the
project. Last, but not least, talk to them and find out what they
need. After all, the only reason the project exists in the first
place is because someone needs to use the business application
when it is finished.
- Do I have the right user(s)? _____
- Did I involve the user(s) early and often? _____
- Do I have a quality user(s) relationship? _____
- Do I make involvement easy? _____
- Did I find out what the user(s) needs? _____
For each question with a YES answer, add 3.8 points to the
total project success potential score.
Total Points (not to exceed 19) _____
EXECUTIVE MANAGEMENT SUPPORT
First, find a key executive with a vested interest in the successful
outcome of the project. Second, the key executive must have a
bottom line responsibility to his/her personal career. Third,
the consequence of failure is acceptable. Fourth, show the key
executive a well-defined plan. Fifth and final, show the project
team has a stake in the project's success. In addition, allow
for continuous communication with the key executive in all aspects
of the project as it moves through its life cycle.
- Do I have the key executive(s)? _____
- Does the key executive have a stake in the outcome? _____
- Is failure acceptable? _____
- Do I have a well defined plan? _____
- Does the project team have a stake? _____
For each question with a YES answer, add 3.2 points to the
total project success potential score.
Total Points (not to exceed 16) _____
DEVELOPING CLEAR STATEMENT OF REQUIREMENTS:
irst, write a concise definition of the vision in the short-term,
the mid-term and the long-term. Second, write a functional cross-section
analysis and allow for re-iteration. Third, develop a functional
risk assessment and management document. Develop a business case
statement outlining return on investment. Finally, define metrics,
measurements, and milestones to determine success and/or the completion
of the project. Additionally, define what is not to be included
in the project.
- Do I have a concise vision? _____
- Do I have a functional analysis? _____
- Do I have a risk assessment? _____
- Do I have a business case? _____
- Can I measure the project? _____
For each question with a YES answer, add 3 points to the total
project success potential score.
Total Points (not to exceed 15) _____
PROPER PLANNING:
First, develop a brief formal problem or concept statement.
This document should include a statement describing the problem
and the resulting benefit to the organization if the problem is
solved. Second write a requirements definition or concept solution
document. This document is not the full specifications report,
but outlines possible solutions to the problem. Third, identify
the proper personnel. In this regard, name names and let these
people know what their role is in the project. Have a firm start
date and require the personnel to be available on that date. Develop
a firm functional specification. Do not let this document promote
scope creep, however it should allow for changing business requirements.
Finally, develop a project plan with attainable milestones and
prioritization. One the attendees said that users want so much
out of their projects it is like "prioritizing an avalanche."
- Do I have a problem statement? _____
- Do I have a solution statement? _____
- Do I have the right people? _____
- Do I have a firm specification? _____
- Do I have attainable milestones? _____
For each question with a YES answer, add 2.2 points to the
total project success potential score.
Total Points (not to exceed 11)_____
SETTING REALISTIC EXPECTATIONS:
First, write a firm and clear specification document outlining
a project that is attainable. You need to take the time to write
this document. To invoke the old saying "If you fail to plan
... then plan to fail." Second, prioritize project needs.
Eliminate most of the features that are "wanted" or
"nice to have". One of the attendees said that when
a user insists on wanting too much she just nods, knowing she
will deliver what she can. We need to be clearer and sometimes
braver, concentrating on and delivering only features that are
required. Third, develop smaller project milestones. Fourth, provide
for change and manage the change. Fifth, prototype the project.
- Do I have clear specifications? _____
- Do I have prioritization of needs? _____
- Do I have small milestones? _____
- Can I manage change? _____
- Can I prototype? _____
For each question with a YES answer, add 2 points to the total
project success potential score.
Total Points (not to exceed 10) _____
SMALL PROJECT MILESTONES:
In the majority of cases, 20% of a project's features will
provide 80% of user benefits. The first thing is to concentrate
on the twenty percent. Second, create a top-down design by understanding
the "big picture" and breaking the project into manageable
parts. Third, set a time limit on project milestones and deliver
what is completed in that time limit. Fourth, use prototyping
tools. Fifth, measure, quantify and account for the results.
- Am I using the 80/20 rule? _____
- Am I using a top-down design? _____
- Am I setting time limits? _____
- Am I using a prototype tool? _____
- Can I measure progress? _____
For each question with a YES answer, add 1.8 points to the
total project success potential score.
Total Points (not to exceed 9) _____
COMPETENT STAFF:
First, identify the skills required; such as an understanding
of the business, leadership experience, and technical knowledge.
Second, recruit appropriately skilled people from both inside
and out of the company. Third, develop a well-structured and continuous
training program. Fourth, provide and present incentives such
as career advancement, skill expansion, and of course money, either
in the form of bonuses and/or raises. Such incentives will insure
the staff will be focused on the project and willing to see it
through to the end.
- Do I know the skills required? _____
- Do I have the right people? _____
- Do I have a training program? _____
- Do I have incentives? _____
- Will the staff see it through? _____
For each question with a YES answer, add 1.6 points to the
total project success potential score.
Total Points (not to exceed 8) _____
PROJECT OWNERSHIP:
First, clearly define roles and responsibilities for each member
of the project team. Second, define an organizational model which
supports the above accountability. Third, communicate the defined
roles throughout the corporation. Fourth, tie incentives to the
project's success. Finally, get commitments from each project
participant, including users and key executives.
- Do I have defined roles? _____
- Do I have a defined organization? _____
- Does everyone know their role? _____
- Are incentives attached to success? _____
- Is everyone committed? _____
For each question with a YES answer, add 1.2 points to the
total project success potential score.
Total Points (not to exceed 6) _____
CLEAR VISION AND OBJECTIVES:
First, share the vision with all people and groups affected
by the project. Second, be sure the objectives align with corporate
goals. Third, make sure the objectives are achievable. Fourth,
create measurable goals. Finally, install honest and continuous
sanity checks.
- Is the vision shared? _____
- Is the vision aligned with company goals? _____
- Are the objectives achievable? _____
- Are the objectives measurable? _____
- Do I have honest sanity checks? _____
For each question with a YES answer, add 0.6 points to the
total project success potential score.
Total Points (not to exceed 3) _____
HARD WORKING, FOCUSED STAFF:
First, provide incentives for the staff such bonuses, raises
or promotions. Second, have the staff concentrate on quantifiable
deliverables. Third, convey to each individual that they have
part ownership in the project. Fourth, communicate that each individual
has a role, which is inclusive of functioning as a team. Build
a team that works well together. Finally, a proper plan with attainable
results and milestones will build confidence in the staff and
keep them focused.
- Are there incentives? _____
- Are we concentrating on quantifiable deliverables? _____
- Does each member have part ownership? _____
- Does everyone work together? _____
- Are we building confidence? _____
For each question with a YES answer, add 0.6 points to the
total project success potential score.
Total Points (not to exceed 3) _____
Calculate all of the points to achieve the final score.
The Success Potential for Project ____________________________
is _________.
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Copyright 1996
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