7 Reasons Your IT or Other Projects May Fail | Wolf Matejek | Skillshare

7 Reasons Your IT or Other Projects May Fail

Wolf Matejek, Entrepreneur, Business Coach, Author & Trainer

7 Reasons Your IT or Other Projects May Fail

Wolf Matejek, Entrepreneur, Business Coach, Author & Trainer

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11 Lessons (1h 3m)
    • 1. Class introduction

    • 2. Class content overview

    • 3. Poor project planning and direction

    • 4. Insufficient communication

    • 5. Lack of change, risk, financial and performance management

    • 6. Failure to align with constituents and stakeholders

    • 7. Ineffective involvement of executive management

    • 8. Lack of skilled team members

    • 9. Poor or missing methodology and tools

    • 10. Basic project assessments you can take

    • 11. Summary and close

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About This Class

Project Management is not a role to be taken lightly.

It requires a great deal of planning and control to keep any project on plan, on target and on budget. But no matter how much you do that, there is always a chance that things will turn out differently.

This class will not teach you to be a project manager per se, but instead will teach you how you can assess your project plan to see where there may be some potential problems along the way. By failing to spot signs of potential failures or just ignoring those issues can be detrimental not only to your project success but your career also.

Therefore, not only will I teach you what to look out for, but I will go as far as teaching you the steps you can take to counteract such potential problems and to bring your project back on track.

Projects do have a tendency to go wrong somewhere along the way, even if you think it may not...

You will learn about 7 potential issues which may be affecting your project, such as:

  • Poor project management and lack of direction given to the stakeholders and project team members
  • Releasing insufficient communication
  • Lacking in the provision of change, risk, financial and performance management
  • Failing to align with constituents and important stakeholders
  • Ineffectively involving executive management in the project
  • Working with a project team which lacks the skills, knowledge and experience required to support your project
  • Running a project without any project methodology and suitable support tools
  • PLUS - 11 basic project assessments you can take to analyse potential shortcomings in your project planning

But not only am I sharing with you the 7 potential issues that could turn your project upside down, but I am also sharing with you tips for remedial action you can take to avoid the worst.

Join me on this exciting class today.

Meet Your Teacher

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Wolf Matejek

Entrepreneur, Business Coach, Author & Trainer


Wolf has for more than a decade been helping passionate people like yourself, in building their own successful and profitable service businesses.

He states his reasons for wanting to help people to be the best they can, as: "You are the person that inspires me to use my business coaching, mentoring and training skills in making your business a success."

As a trainer Wolf has travelled across the world, delivering programmes on a diversity of subjects including soft-skills, motivational programmes as well as bespoke IT applications.

His website can be found at http://www.business-success-unlimited.com

His books are published via Amazon at http://goo.gl/UtoHcj

See full profile

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1. Class introduction: Hello and welcome to my class off. Seven reasons off why your I t or other projects may be failing. Now let's start it off with a question. Why do you think the project fails? Two projects fail because they underfunded not enough revenue or resource Is financial resources put aside to maintain momentum on the project? Well, maybe down to poor communication. We are not informing our sponsors, our stakeholders, our end users off the progress that we're making in this project. We're just keeping them out of the loop, and therefore nobody knows what's going on. Or is the project just poorly managed? But ask yourself, Are we making the same mistakes over and over again? Haven't we learned lessons from previous project we've been working on so that we don't make the same mistakes again? You may think that should be the case, but believe you, me many do not remember to review previous project and not make the same mistakes again. Or could we blame the complex? I t software? Is it just too big? Are we trying to run before we can walk? Have we actually checked that The hardware that supporting the I T software is up to the job. Could these be some off the main reasons? Well, I'm sure they probably are, but that quite a few more So why don't you join me in this exciting class off learning in learning what and what not to do when you're running I t or other projects. And remember, sometimes the best learning experiences come from learning on what not to do. 2. Class content overview: Before we actually go into the full content off this class, we need to clarify what actually constitutes the potential project failure. Now it can be defined as any software or other project with a severe cost or schedule over room. Or it's running into quality problems, or it can be one that suffers outright cancellation. In summary, it can be said that the factors off a successful project management are well known. They just require greater attention to detail. So here is the seven reasons for I T and other project failures that we're going to be talking about. Number one is the poor. Project planning and direction Number two relates to insufficient communication. Number three is the lack of change risk financial end or performance management. Number four is the failure to align with constituents and other stakeholders. Number five is the ineffective involvement off executive management. Sometimes they're also referred to as responses Number six. The lack off skilled team members in the area off the urban soft skills, that ability to adapt to these changes and their past experience. And number seven is the poor or missing methodology and tools available for the project. As we're going through each individual point, I will be giving you the point off reference or the evidence that will make it clear to you when these failures seem to be happening. But I will also share with you some insight off how you can rectify those potential failure points. So without further ado, let's go to the next sequence. 3. Poor project planning and direction: number one poor project planning and direction. The evidence to highlight the fact that something is going wrong. Maybe poor planning and Lech off empirical data. The empirical data here refers together scientific evidential data that has bean created and used in previous projects. So if we don't utilize that existing data to familiarize ourselves with the task in hand, we may be repeating previous mistakes. We don't really want to go down that road. Another evidence, maybe that your team does lack clear goals and responsibilities. When we create a project team or put together a project team, we want to make sure that we give them clear outlines off what we expect of them to be doing as part off that project. What tasks will they before felling and also what responsibilities will be beholding for those individual team members? We may have missed important items that should have been caught when we first set up this project and plan for it. That means if we are failing to record important items in our project plan later on down the line, they may come to light and if they do so at a later stage, we have two major issues. We number one have to explain ourselves that why we missed it in the first place. But we may have to completely rework our plan, which is not only taking up time but also creates a lot of confusion among the team. Poor general management skills is another evidence that something may be going seriously wrong in the project. Somebody who has no experiencing experience off managing a team or a project should not be put in charge off a project and given that responsibility and that ties in with not having the right people assigned to the right tasks they need to be producing or fulfilling as part of the project. So what recommendation half we got for poor project planning and direction. We need to utilize the suitable planning method that is supported by a given tool. Remember the four piece People Product process. Project Plunge is not one of those four piece, so don't use that, but you make it clear assignment to team members and then make the changes as necessary. So what is the planning method here? We just talk about simplistic one off the organic method. It is items that appear in the internal company guidance to which we will follow. So we set up an Elektronik Project notebook. It becomes a repository for the project team members to refer back to. We want to establish written project objectives and these have to be communicated toe all the stakeholders to the sponsors and to the team members as well as the end users who will be affected by the project changes. We also want to work with a technical lead to establish any tasks within the faces. So that's part off the planning. If a system is going to replace a manual task, we want to work with a technical lead to see how this will transform from paper to digital . We also want to steam ahead with the team members to estimate what tasks we will need to consider for this project. What in detail are we going to change going from, as is toe will be. We want to create a formal project plan and manage it, but also direct people in line with that project plan. And we want to proactively solve any problems that arise as we're going through the individual project milestones or faces. So that's the part of the problem solving that we need to continually work at so that we don't run into walls and we stop ourselves from highlighting or glorifying how wonderful little is only to mask over the problems and leave them unattended. 4. Insufficient communication: number two insufficient communication. The evidence for insufficient communication is highlighted by the evidence off potential infrequent open communication. That means we're not sticking to a schedule. We're just banging out communication as and when we feel like it. In a project, communications would be irregular occurrence. Usually, communication goes out whenever we reach a milestone or at a particular time. That is preset. So let's say every four weeks our communication not only goes out to the main stakeholders , but also includes the sponsors, all the team members, as well as informing our end users off how far we've gotten in this project, what we finished, what we're working on, what we encountered, what we rectified, etcetera, etcetera. Status reports tend not to be objective. That is a really crucial point. When we give updates and status reports to our project, they need to be object objective. They cannot be sort of wishy washing. We've done something and were wonderful. They have to follow the objectives that we set out in our project plan. Poor communication with our sponsors and business users tend to be a big problem area, because if we fail to do so, the interest in the project seems to fall away, and that means the interest that we're trying to keep positive and interesting for the end users and their responses has to be reiterating the importance off our project. That means we need to engage with her on a pretty regular basis. We also fail with a communication when we don't inform and involve others like our hardware vendors, especially when we do an I T system installation or roll out. We need to constantly communicate with our hardware vendors to make sure that the piece of software that is being created and being implemented will be fitful purpose. But we'll also be able to stand up on the hardware platforms that we currently have in the background. Another point of the insufficient communication is around the bro, cream off consensus or having the buy in amongst the stakeholders. If we can't get the stakeholders on our side to be singing from the same hymn sheet. If you like to support this project, we are going to run ourselves into a dead end and by having the right communication, we can keep them on board and interested and also engaged with the happenings within this project. So the recommendations here are that we need to get the agendas, the minutes off the meetings, the information, pushed a few emails and for purpose meetings or ken conference call information ready at all times. And we want to make sure that we mix up. The message is that we are delivering as communication, especially when it comes to executive reviews. One love doesn't fit all so we need to target our communication to the recipient level that the communication is four. So we talk slightly differently in our communication to sponsors somewhat different to our stakeholders and potentially very different and very non techie to our end uses. So how? How can we support the suspend and resume behavior that is so typical in many projects? The senior people involved in our project are very likely to manage or being involved in different or several project or supporting multiple programs at the same time whereby specialized personnel having one narrow focus and are often a shared resource. That means they have other day to day activities which take precedence, and they only involved in the project almost on a part time basis that isn't always ideal But in many cases it's just not avoidable. So in essence, it can be said that daily professional life isn't naturally a order sent off activities where you can go. Number one, I do this number two, I do that or number three. I do that. So when you look at this simple graph here, you will see that all these arrows run from side to side from action to task from doing something else and doing something different all the time. And this is what a typical day today looks like in a professional work environment. But we should never underestimate the power off a project manager. Being able to cream create an orderly part to the day. Project managers by themselves can have significant impact on creating order, and that would have makes it then possible for people to suspend and resume their activities as and when needed so they can go for meetings to repositories and they can use tools. They can automate some parts. They can then humanize some off the actions or the action items or the activities, and they can rely on local representation or their type into their network, or they're using bespoke work for. Let's, however, that needs to be done. Once we have set an order off their involvement in the project, they can still continue with their day to day tasks and for into this suspend and reserve off their activities. 5. Lack of change, risk, financial and performance management: number three, lack of change, risk financial and or performance management. The evidence to highlight those particular issues focuses on not managing changing objectives and goals. Remember that when we set up our project plan, we identified and highlighted the objective within the plan. These are not cast in stone, and they have a tendency to shift or change as time goes on. The same applies to our goals. And if we're not managing those changing objectives and goals, we are running into trouble. A lack of pro active risk management is also a big worry. Risk is always part off any project, and unless we identify the risk factors right in the onset and plan for that risk, we may actually miss it. And down the line it will cause us big problems. And if we fail to manage this risk proactively and just let it dwindle on, we will be running into a brick wall and at the end of the day, run the risk off either losing complete control over this project or if the risk is that high, it may be immediate cancellation off this project. Poor coordination between technology and finance is another evidential point for any problems in our project. So if finance and technology are not interlinked because let's face it, I t project are expensive. And if we start creating a new piece of software either in house or even through outside developers and we suddenly find that finance is turning the tap and say Sorry, there is no more money for this particular project, we have a big problem. So we need to coordinate technology and finance on an ongoing basis by keeping them informed off what we've spent so far and how we doing against budget so that we don't run the risk off. Suddenly, losing the financial resource is to maintain momentum and continuation on our project. No performance measurement. If we don't know what our KP eyes are for this project, on which base we're going to be measuring the success or the failure off either the milestones, what any part of this project we are setting ourselves up for, do so We need to be very clear that we have a secure and agreed performance measurement in our project plan so that we know exactly where, either on target off target. So the recommendations to manage this lack of change or performance management is to implement straightforward, simple two years change management process with estimating and approval steps built in. We can't go without estimating what we're spending, and we also can proceed in our project without having the necessary approval at the top. That means not only the buy in from the stakeholders, but effectively the support and the approval from responses for this project. We also should be of utilizing a risk management assessment tool. That means we can then highlight very quickly what the risk factors are in our project and how we can so come these potential risks. We need to always have a finance representation on our team and be able to formalize the clear cut business case. We are spending this because, and this is what we need. We also need to identify a discreet performance measure like start and complete or go or no go so that we know exactly unless we have got everything under our belt to make this particular mindless milestone is success that we can sign it off, and then we have go ahead to continue further with the next part 6. Failure to align with constituents and stakeholders: number four failure to align with our constituents and stakeholders. The evidence here is pretty clear. If we fail to align with our constituents, that is a representative to a legislative body, they may be holding a big yard stick over our heads. So, for example, if it's a unionized environment in which we operate with a new project and make changes, they do have a clear stake in the say off what is right, what is wrong and what is acceptable and what is not. I managed outside forces means half week taken care off anything that could be influencing our project success all way, working online and on target with what we're allowed to do not allowed to do. And half we take into account any outside forces that could be influencing the success or failure off our project. Another big issue can be the stakeholder conflict. If we encounter somewhere along our project path that our stakeholders are not aligning to the project any longer, and they are starting to conflict not only with each other, but with the whole process off the project, then we really have a big problem because ultimately this stakeholders, other one a group of people that will in the end have to make do with those changes because they become part off their day today activities and also affect their teams in the same way . So if stakeholder conflicts to exist, we need to find a way to a resolution off those conflicts. If they personal, we need to speak to them and see how we can help them to overcome those issues they have with this project. If they are project related, then we need to make sure that we find out exactly what their concerns are off. Why this project may be a problem for them and their departments and on top of that, their teams in that particular department, even though we should have already clarified that right at the beginning of our project plan that we engaged all the stakeholders that will be impacted by the project. Sometimes we may miss one or two really important stakeholders and once they suddenly find out that is a project going on that will impact them and their teams in that department. They will come out of the woodwork and they want to revert back to base. That always is a big concern because it's not something you can just do on the fly because off the impact it will have on other stakeholders. So whatever the reasons main being, if there is a stakeholder conflict, that is the evidence that there is a big problem in your project. What we talk about poor user input being an evidential point off reference for the failure in a project that means not everybody is pulling their own weight. And what does that mean for the project? We are starting tohave gaps off performance and gaps within our project plan and our milestone targets. We really need to make sure that the user input we get from our team members on the project is up to scratch. They need to stay with the program or they need to get off, and we'll have to replace them with more suitable individuals. We have no time on a project to drag people through the project as part of a team. They need to be working under their own steam and put years the required milestones or parts off the project. That is their responsibility that we shared with a right at the onset poor coordination with core outside teams like Finance HR etcetera is another crucial point that we need to highlight. The evidence points to the fact that if we are creating a system that, for example, will make changes within individual departments or create a particular change within the department, we need to make sure that the core teams that are working with the department are also involved. So let's say you're making changes on a project that relates to training your employees. That means training employees is also important for the age are in the learning and development people to be involved in that project so that we get the right people to give us input off what is important to them. They don't get caught out down the line that we just shove it down their throat and say, By the way we've worked on this project, we've created this beautiful piece of software and that will be used by older staff, and they will be training themselves in his new digital platform, and you're gonna be managing it and Ellen D. Or a job. However, managers, the training environment or training plans for the staff will suddenly find themselves completely up in arms and will cause the big ripple and in most cases, then refused to come on board that late down the line. So make sure that you have your core outside teams that will have some impact in some influence on your project on the team as a representation. So the recommendations here are that you need to target specific initiatives to ensure there is an interlock and communication with all stakeholders. There are stakeholders that are really important than there are stakeholders that are important and our stakeholders we just need to keep in the loom loop off what's happening within the project. You need to make sure that you have the initiative set up to keep them in fort. You also want to run sex, a suggestion pooling for your teams and for your stakeholders and for the rest of parties. You want to maybe run input gathering meetings so that you can get some information from these people. You also might want to push communication to get information from these people and along the way you want to include include them in your sign offs. Any work that's being done in a product that are being created so that they have an interest in the project and they will help you to drive the project, Ford. 7. Ineffective involvement of executive management: number five ineffective involvement off executive management. The evidence here is the insufficient high level sponsorship. That means we have no sponsorship right at the top. That has given us enough off their time and the import and the interest in what we're trying to achieve with our project. Executive management does not monitor the project progress. It doesn't happen very often, but it can happen that executive management being the sponsor just doesn't give us the time off day when we want to talk about this project progress when we update there with the progress and we just don't get any feedback whatsoever. Somebody who is at the high level sponsorship and it's a sponsor for our project has to have the commitment to see the project through. Without that, go ahead and their say so our hands are tied and we can't just take that responsibility and ignore it and just do our thing as we please. This, in essence, will man that if anything goes wrong, we can be held accountable for those failures and those problems which in turn could cost us our job. So executive management needs to be on board with the project at all times if executive management doesn't establish any priorities. We can't make that decision just by ourselves. We need to have the involvement and there go ahead and agreement away alone. Now, I always make sure that when I work on the project and something is being agreed verbally, that I follow it up in writing. So I get a signature and that means whatever changes they make after we've agreed it, I have confirmation that we've agreed on a particular point. I better have more signatures to confirm an agreement than not have their signatures, because the last thing I want to see is somebody reverting back and say I didn't mean that . You must have misunderstood. I have got time to play these games. The project is a priority, and if the priority is not shared with their own input, then this priority becomes somewhat blurred. So we need to make sure that we have the involvement off executive management and sponsor all the way through the project. So the recommendations here is that we need to build that participation off executive sponsors through those key operational working sections. With the overall team, we need to have specific status meetings and communications targeting those executive sponsors. Without those meetings and that relevant communication, they will find a way to wiggle out of it. There's always another meeting they got to go to and there's another vetted. They've got to do one off the satellite branches. They will find a way to wiggle their way out of it. But we can't let that well, and we can't let that happen all the time. We need to pin executive managers, the sponsors down to get there, go ahead and the greens and their signatures along the way because ultimately they are the ones who will agree on the go or no go indicators at these key decision points in our project plan without their say so. It would be a very risky undertaking to just ignore that and move on. So be very careful that you do not leave sponsors out off the loop, and you do need sometimes a lot of effort and persuasion to tie them down to the project. Failure to do sir is a failure to finish your project on target on time and even one budget 8. Lack of skilled team members: number six The lack off skilled team members in the areas off their own soft skills, their own ability to adapt and their own experience. The evidence here is if they are slow to adapt or they have a lack off experience. Now team members need to be on the ball with our project. They need to come on board and walk the walk and talk the talk. If they slow to adapt or they have a lack of experience. They find it very difficult for themselves to feel like part off our project. So we need to be careful who we asking to become part of our project team. If they don't have the right composition, off skills or the skills do not match the tasks that we give them in the project, it's very unlikely they're going to enjoy being part off the project team. But more importantly than not worrying about the enjoyment here is that they will not deliver the required tasks that we put upon them and the responsibilities we give them within this project. So we need to make sure that we tackle their lack of focus or their lack of maturity. We should not be afraid to speak to team members and highlight any issues we see coming to light, letting them slip through the net and just toe have them on the team. So we have the body count is not going to be a long term solution. Our project needs people who are dedicated to deliver results. Our key milestones that we have in our project need to be achieved. We cannot let team members on our project team decide. Oh, I'll do it when I feel like it will do it when I in the mood. That's just not good enough. And if they are lacking any particular skills that are required to fill, fill their role on our project team. We have two options. We either need to train them up so they can fulfill that role and to fulfil those tasks. Or we have to find someone else who is ready to step into the project and walk the walk and talk to talk from the onset. So the recommendations here to support team members is to utilize a mentoring approach, for those were less experienced, they will actually enjoy the learning process because it gives them some your responsibility to that a today job part. If they don't have the right set of skills, we need to mend to them along the way. We need to coach them. But there is a level off a point where we have to say this coaching is just becoming a full time job. If that is the case, you do need to replace them. If, on the other hand, every time you meant to them and coach them and they walk away and get on with the job, you are on a winner. You also need to include any required education in the overall project schedule. So if there's somebody on your team or more than one person on your team, who will need to learn your skills to be part of that delivery team for that project, and it requires them to learn those new skills, you need to set aside the time to train them to acquire those new skills. And if that's the case, you need to have that in your project plan and in your project schedule, so that this becomes an important part off your overall project. You also need to actively seek the skill personnel, both internal and sometimes external. That means you may need to recruit not only from the individual departments that will support your project, but you may look outside for additional individual resource is such as the skill trainer or a skill project support person. So whatever it takes, you need to make sure that you have the right people in the right places off your project to do the right job. That is in line with their skill set so they can support you from the moment you start the project. 9. Poor or missing methodology and tools: and here we are at a point number seven, the last one on our list poor were missing methodology and tools. The evidence here is that project methodology and tools are poor. Every project that we're getting involved in needs to have some underlying methodology that we can follow to keep our project on target and on budget. If we're not using the proper tools and potential automation, we're setting ourselves up to having to do everything manually. And more importantly, once we go into a manual process, it becomes almost impossible to manage a large scale project. So we need to find the right methodologies to help us achieve more than just a basic level of success. While success, that basic level is something to be proud off. Ultimately, we need to have a full project success at the end. That means we have to have all our deliverables ready, signed off and becoming part off the business. If we fail to do that, our project is a failure, So let's make sure that we know which methodology will be best while our business in a little while, I'll be talking more about methodologies and I'll share with your three main methodologies that you could have could apply to a project. So even if it's at the most basic level, the benefits management or portfolio management is really crucial also as part of our project, because our project is not just something we want to do to keep ourselves busy, but it has to have real benefits to the business, and these benefits need to be managed accordingly, and so does the whole portfolio off our project. So the recommendations here is that we need a methodology or a framework upon which management is based, even if it is at its most organic level. But there are some formal methods that can be used and that also make up the qualification for a project manager. And having those formal qualifications or knowing these formal methodologies can have a significant payback in the process off your project. So let's have a look at some off these or three off these formal methodologies. Prince to is a structured project management method used in the UK Most project managers, either within a business or on a freelance contract herbal basis, will have a prince to qualification. Plus, they will have lots off other potential qualifications, but Prince to is at the most basic what they will have. There's also the project management body off knowledge. The PM Be okay. This is a set off standard terminology and guidelines, which forms a body of knowledge for project management. That is another qualification that people can have if they want to become what work as project managers. The last one is the capability majority model to see. Mm. This is described as a structured collection off elements that describe certain aspect off majority in an organization and that will aid in the definition and understanding off any organizations processes. So the model that all sounds very high tech and very confusing. Remember that if you're running a project at the most basic, you want to be qualified to be a prince to practitioner, and you can build on that knowledge with further qualifications. So he has an example off the CMM, and it's called the CMM Integrated, and you can see it's made up off these five levels, outlining the different focus areas within the project and also identifying the process areas on which each level is based upon and following on from the productivity and quality . You can see how it progresses upwards through level one to level five. If you want to know more about the CMM, you can go to Wikipedia to the glossary off project management, and the link is in the bottom right off your screen. 10. Basic project assessments you can take: now, up to this point has been a fun right. We've learned a lot of things that helps us to identify if our project has some issues off failure somewhere along the way. But I also want to share with you some basic project assessments that you conduce to see if your project is set up in the right way. So there are a number of things that you need or can check right from the onset to make sure that you've got every avenue covered. So let's start off with point number One to find out that you've sent yourself clear goals for your project and that, like all the others in this list, going to be a yes or no answer. If you don't have any clear project goals right at this moment, you need to go back and find out what is not clearly defined. What goes? Are we missing? Or if the goal is to vague, we need to clarify the goal in much more detail so that everyone who will see our project plan is very clear. This is the ultimate target that we're trying to reach. The next point is, half we got a firm project scope. So my scope, we mean what is part off our project? So what's in it and what's not so that we look at our project and say, This is the current state as is, and this is the state it's going to be. And the in between area off those two crucial points is the project in itself. But not everything can be part off the project. So when we set up our scope for the project, we need to clearly define, confirm, agree and sign off the in scope, an out of scope part of our project. So again, it's a yes or no answer. And if it's know what change management strategy is being used for this project Number three, have we got an achievable plan? Well, is it feasible to say we can change our whole age all structure within three weeks? It's an absolute nonsensical approach we need to be realistic about. Our plan is the time frame right? Are the in scope items achievable and have we sent it out over enough time to get all the team members in our project team to fulfill their required tasks so that at the end. We can sign off each milestone concurrently so that at the end we have a successful outcome to our project number four. Have we got adequate? Resource is yes. We'll know if know what additional resources are we needed? And do we need them right now or do we need them later on in the project? And that can only be identified if our project plan is set up robust and we know exactly what we need to deliver in that project. So have we got enough? Resource is and we're not talking about financial resource is on its own. But have we got the right people in the right place with the right skills to do the right thing at the right time? And if not, we might need to increase our body count again with the right people and the right skills. Do we need to look internally? What do we need to look externally? But it's really important that we have adequate resource is to move our project further next one. Are they sufficiently skilled team members in our project team? If not what skilled areas are missing which are too few and which ones do we need to brush up on. I trained them. Guide, mentoring. Coach them along the way. We need to have the right people to do the right thing at the right time as part of our project number six, turnover in personnel. So now that our project is slowly starting to take shape, moving ahead and suddenly we lose some real key people. We need to ask ourselves, why are these people moving off the project? Have we distributed work to people are insufficiently trained, will have insufficient knowledge to do what we asked them to do? Or is that too much pressure from the project on that day to day activities? Because in many cases you will find that some of our project people what team members off our project Oh, on the Paul time basis. And they have other tiles. They need to complete all these other task taking mawr of that time and they find the project is just becoming too much. They don't working seven days a week and we need to accept that. So we need to find that fine line and that fine balance off satisfying their requirements for that day to day activities as well as our requirements for the project. So look at your turnover in personnel regarding your project and take action to resolve any issues that you may have them. Number seven. It's my team motivated enough to succeed. If not, what can I do to heighten their motivation? Demotivated team is no success. Team is a non functional team. It is almost a liability. You need to be seen as a project lead or project manager to support your team wherever you can. And if that means they need training, you need to provide that. If that means mentoring, you need to have a mental for them. If it means to take some off, the pressure's off them in their day to day job. That's what you need to achieve if you need to take some pressure off from the project, and that's what you need to do. And on top of that, what will make them more encouraged to work on the team for the project? In some cases, there may be an additional payment that may be attractive to them, or you may have team of end where every time you achieve a milestone, you take them out for dinner, something that makes them motivated to be part off your project team. Because without your team, the project will be doomed to failure. Number eight. Have we got the communication plan in place? The communication plan needs to clearly outline Who are we communicating with at what time and in what media. Sometimes you may find that you might run workshops or not workshops but presentations. That is, for the end users in which you answer frequently asked questions, or you may highlight to them where we are in the project. How the how the project will benefit that day today work. Why we're doing what we're doing etcetera, etcetera. In the communication plan, you may also outline the type off messaging that you're sending out. Is it going to be just on the Internet portal, which most people don't read because they've got too many other things to do? And if we're sending out personalized emails to individuals, then we need to clearly identify who all those individuals receiving those emails so that we talk to them in their own language. So sending out an email update to a sponsor or stakeholder will be very different to sending out an email to an employee or an end user off the change so that will needs to be clearly identified in a communication plan. And we also need to clarify in the plan who will be responsible for keeping that communication going at a little time. And remember, we don't send out communication willy nilly. We have to have a structure plan off when that information is being sent out, how regular it will be in what format it will be. And, as I said, who will be responsible for making sure it goes to the right people at the right time? None of the night. Our problems also being shared with management are we glossing over any issues that we're encountering in our project? More often than not, stakeholders and potential sponsors want to hear a lovely stuff. They want to know the fluffy and 90 90 stuff and they are reluctant to be bombarded with any negative traits within the project. But that is no way here, for we want to make sure that all problems are also shared with the management and that they are put in the picture if we encounter any issues because further down the line, those issues will just grow and then potentially become unmanageable and further down the line. It could even kill the project altogether. So we need to be open and honest with management sponsors and stakeholders to keep them informed off any problems that we encountering. So we can take positive action to re mediate those problems and issues. Number 10 is functional management involved at the right level again, yes or no? If no, what can you do to change this? We need to always make sure that every level of management that is impacted by the change off this project while the outcome off this project that they have a voice in our program. So you need to make sure that you find a way to engage with those functional management levels at all times. And here is the last one off the Basic Project Assessment. Senior management participating in executive status, yes or no? If no, that should always be a senior management meeting or a communication keeping senior management out of the loop off our project and the progress within our project. The problems within our project will be a painful exercise because they are the ones who will be signing at the bottom to say this project is a go or no go. This milestone has been achieved. I will sign it off. Quite happy. Lee. Let's move to the next one without their participation at their executive level. Our project will store along the way. We cannot afford to not get their support along the way, so he's not going to be done through meetings were just communication. Personally, I would say it has to be a healthy mixture off birth because in the meeting we can discuss any potential ways forward and how we can work together, whereby in the communication we can keep them up to date with involving messaging from the project results. So whatever we do, they need to be part off the whole process. 11. Summary and close: we've now come to the end off this class at this time, I would like to summarize the various areas we've learned off where a project could fail for a number off reasons. Let's just go over what we've covered in this class very quickly to just tied all together so that we know exactly what to watch out for when you're working on a new project. So here is number one, the poor project planning and direction in this area. We talked about the importance off having a proper and very clearly defined project plan and how important it is to give direction toe all our team members to make sure they know exactly what they need to do, how they need to do it and what is required as part off their responsibilities. Now, that, too, we talked about insufficient communication again. It's really important that we communicate with all parties at a right time with the right information. And here I would like to add one other point that when you are communicating in writing and you're doing a progress report trying to keep your progress report to no more than two pages. Number one. It keeps your report focused and number two. Most people don't have more time to read a lengthy 12 paint report, so keep it short and to the point number three, the lack of change risk financial and performance management. Again, we want to highlight the point here how important it is that we are having the right information at the right time and sharing it with the relevant parties. So we need to make sure we're managing our risk, our financial budget and the performance off the project as a whole at all. Times Number four Failure to align with our constituents and stakeholders. We need to keep that engagement going at all times. And if you're working with constituents that outside parties that may have some cloud over the project, make sure they are involved right from the start off your project and stakeholders are the important people that represent their departments, and their team members were then to be part off the project so they know exactly what's coming. Number five. Ineffective involvement off executive management Remember that the sponsors that executive management level is part of your project. Do not let them talk you out off being in touch with them without their say so without their signature, your project will store, and you will not be able to move forward without the agreement. So keep those people involved at all times. Number six, the lack of skill team members in the areas off their own soft skills, the ability to induct. And that one experience. Remember that any team member on your project team needs to be well geared up for doing the tasks within the project that you asked them to do. If there is any shortcomings, you need to make sure that they don't feel like a duck out of water, and you need to support them along the way through training, mentoring or coaching. But remember also that that mentoring and coaching and training has to be within an acceptable level. So don't take a complete junior and turn them into a project manager or project assistant within the 1st 2 days. It's just not going to work, and the last one, number seven, is missing any methodology or using poor tools to help you with your project. Remember, if you want to run a project, some qualifications will be helping you along the way and will also give you a good foundation to know exactly how a project works. So here we can say, improving the success rate for your project. It's possible, but you need to make sure you put enough focus on the general management activities within your project. Failing to do that will fail your project. On that note, I would like to say thank you very much for being in this class. I hope I could highlight to you some of the pitfalls that you may encounter but also highlight two year how not only to spot them early enough, but also how to rectify them at the early stages. So going forward, I wish you all the best on any project that you're getting involved in. And also remember that if there are any questions you have after taking this class, you can always reach me through the contact and messaging part off this training software. And if you feel really adventurous and you like this class, why not give me your positive feedback? What? Any suggestions off what else I could add into this training program? Thank you very much for being here, wishing your Aled best. Thank you.