In large, complex programs program planning and controls comes into play in way not found in small self-contained projects. The large programs include Enterprise IT, usually ERP or similar projects. Large construction projects, with subcontractors. Aerospace and Defense programs of course work in this way - having PP&C activities.
So when we ask "why is there a large number of failures in enterprise IT?" Looking to failure modes of other large projects may add insight.
The failure modes of these type of projects has been examined over the years. The following "attributes" have been found:
- Inattention to budgetary responsibilities
- Work authorization not always followed
- Budget and data reconciliation issues
- Lack of an integrated management system
- Baseline fluctuations & frequent replanning
- Current period and retroactive changes Improper use of management reserve
- Earned Value techniques not reflecting actual accomplishments
- Untimely and unrealistic Latest Revised Estimates (LRE)
- Progress not monitored in a regular and consistent manner
- Lack of vertical and horizontal traceability (critical path)
- Not capturing and using cost and schedule data for corrective action
- Lack of predictive variance analysis
- Lack of internal surveillance and controls
- Managerial actions not demonstrated using Earned Value
As the size of the project grows, the importance of these "attributes" grows as well. If you're working a large enterprise IT project, and exhibit any of the behaviors described above - you probably headed for the ditch and don't know it.
While each of these looks obvious, there are nuances that alos lead to trouble. I'll speak to those in future posts.
