Standish group chaos report 2012 pdf

 
    Contents
  1. CHAOS Report Says Agile is More Successful Than Waterfall
  2. IT Success and Failure — the Standish Group CHAOS Report Success Factors
  3. The Chaos Manifesto 2013 - VersionOne
  4. IT Success and Failure — the Standish Group CHAOS Report Success Factors

The CHAOS Manifesto The Year of the Executive Sponsor is based on four Standish The standish Group has identified the 50 skills needed to be a. Chaos report here you´ll find the full version of the worldwide report ellaborated by The Standish Group about success and failure of IT. The Standish Group Report. CHAOS. “The Roman bridges of antiquity were very inefficient structures. By modern standards, they used too much stone, and as a.

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Standish Group Chaos Report 2012 Pdf

Technical Report (PDF Available) · January with 5, Reads permission from The Standish Group. CHAOS. "The Roman bridges of. This CHAOS Report presents the root cause of software project It shows the results of success and value from the CHAOS Database to The CHAOS Report is a model for future CHAOS Reports. There have 56 %. SUCCESSFUL. 39%. 37%. 41%. 36%. 36%.

Modelling and Frame, J. The new project management: Tools for an age of rapid managing project complexity. International Journal of Project change, corporate reengineering, and other business realities 1st ed. Management, 20 3 , Baccarini, D. The concept of project complexity - a review. Glass, R. Communications of the ACM, 49 8 , The logical framework method for defining project Hass, K. Managing complex projects: A new model. Vienna, VA: success. Project Management Journal, 30 4 , Management Concepts. Bardyn, J.

Gartner Research. The Chaos Manifesto. GAO Report Washington, D. GAO Report T. What factors lead to software project failure?. In Research Challenges in Information Science, RCIS Second International Conference on pp. Ewusi-Mensah, K. Outsourced information systems failures in SMEs: a multiple case study. Electronic Journal of Information System Evaluation, 11 2 , Nelson, R. Project retrospectives: Evaluating project success, failure, and everything in between.

MIS Quarterly Executive, 4 3 , Dalal, S. Case studies of most common and severe types of software system failure. Al-Yaseen, H. Success and failure of e-learning projects: alignment of vision and reality, change and culture. ERP solutions between success and failure. Accounting and Management Information Systems, 12 4 , Baccarini, D. The concept of project complexity - a review. Glass, R. Communications of the ACM, 49 8 , The logical framework method for defining project Hass, K.

Managing complex projects: A new model. Vienna, VA: success. Project Management Journal, 30 4 , Management Concepts. Bardyn, J. The uses of chaos theory in project Jaafari, A. Project management in the age of complexity and change. Initial scale development: Sample Benbya, H. Toward a complexity theory of size for pilot studies.

Educational and Psychological Measurement, 70 3 , information systems development. Comparative evaluation of Brockhoff, K. On the novelty dimension in project management. University of Minnesota. Kill switches are always recommended to prevent runaway projects. Small projects often have anatural kill switch, which is the end of the funding. For many small projects, a single kill switchmight be appropriate. The executive sponsorwill then need to work on building a consensus among the stakeholders and tying their understanding ofthe small project back to the vision statement of the larger program.

Point 2: CommitmentIt is always hard to get commitments and time from executives. Small projects provide for a reducedcommitment of time and effort. Further, it is easier for the executive sponsor to pave the way for success byrecruiting other supporters and neutralizing distracters because of the reduced visibility of the smallerproject. Point 3: BlinkThe larger the project, the more decisions that have to be made. The Standish Group rule of thumb is1.

The difference is decisions versus 3, decisions. Point 4: VelocityA steppingstone activity allows for tangible inspection either visually or hands-on. The steppingstonemethod is the key factor in creating and maintaining decision velocity.

Point 5: EducationOur research clearly shows that projects where the executive sponsor has a fair to poor understanding ofthe project management process fall into both the challenged and failed categories. Those projects withexecutive sponsors who have a high to moderate understanding do much better. Small projects providethe organization with the ability to reduce processes and governance, thus improving the executivesponsor understanding.

Point 6: MeasurementsExecutive sponsors need an easy and visual way to measure progress. The closer the goal, the easier it is to reach.

In football thegoalposts are yards apart. All the players and fans can see the goalposts and note how progress ismeasured.

Small projects have similar attributes. Negotiation between team members, stakeholders, and the executive sponsor on scope is a major partof all projects. It takes a skilled executive sponsor to negotiate scope for small projects. Point 8: The PlanThe smaller the project, the smaller the plan and the easier it is for the executive sponsor to absorb.

The executive plan should include an overview of the solution as well as list all the major parts. Eachpart should be written using precise words that express the true meaning of the solution. The expected cost, ROI, and time tosuccessful completion should be included as part of the solution summary.

Point 9: Kill SwitchThe purpose of a kill switch is to prevent death-march projects, which are all too common. With a death-march project, no one, including the executive sponsor, has the courage to stop it. Small projectshave a built-in kill switch, and because they are small the impact of stopping them is much less to theorganization.

Like all projects, small projects need to have business triggers, technical triggers, andinvestment triggers. The executive sponsor should cultivate an atmosphere ofaccomplishment and focus on execution.

Celebration allows the executive sponsor to rewardaccomplishment and behavior that will advance the progress of the project. When a goal is reached it isa good time to praise accomplishments.

Small projects give the executive sponsor more opportunities tocelebrate. This center will provide focus on this particularsubject. The major parts of the Executive SponsorAppraisal are database, question delivery and display, analyst engine, and reporting. Database: Questions and appraisals.

There arecurrently 50 entries in the question table. Standish advisors update the question table as needed. Question Delivery and Display: A process that helps guide the respondent while guarding againstbiased answers. Once a participant or participants sign on to the appraisal, a questionnaire isdynamically and randomly generated.

The questions are displayed one at a time with the title,narrative, and question. The person then selects their skill level from very skilled to poorly skilled. Analyst Engine: Takes the appraisal data and measures it both in terms of raw scores andbenchmarks.

CHAOS Report Says Agile is More Successful Than Waterfall

Each of the 50 questions ismapped against these measurements both for skill level and benchmark. Report: Has four parts. We call thesepeople our users. Lesson Two in the CHAOS Knowledge Center outlines the skillsand the responsibilities of the users and project team as they cooperate to builda new product or solution.

Small projects allow a less strict or burdensomeapproach in dealing with users and users groups, as outlined in the CKC. Lesson Two outlines the general best practices of dealingwith users. Focusing on the real user needs is one of the most important factorsin the overall success of a project. With some small projects, such as a white paperor video, the executive sponsor could also be the primary user. Evangelists are real luxuries for small projects.

That does not mean you do not want people to talkwell of the project, but it adds another burden to recruit and train people to act as salespeople forthe project.

However, our research indicates that as a group,project managers have only moderate skills to manage users and their expectations.

Small projectsovercome this lack of skills because they have a short duration with concrete outcomes.

Executive sponsors also lack the skills to understand the users and encourage their participation. One of the biggest weaknesses of the project team is failure tocreate and maintain a platform for clear communications. Small projects reduce the scope of thecommunications, thus improving communications. In general, small projects are good for userinvolvement. The larger the project, the broader and more critical is the requirement for subject matterexpertise. The best users to be involved in a small project are those who are knowledgeableabout their areas, and the smaller the area the more knowledgeable the users will be.

IT Success and Failure — the Standish Group CHAOS Report Success Factors

Point 2: RapportIt is easier to establish a quality user relationship with a small project team. A quality relationship beginswith creating a cooperative environment with mutually agreeable ground rules for effective teamwork. Some agile methods, such as Extreme Programming XP , have users embedded into the team to improvecooperation.

This cooperation builds a rapport with the rest of the team members and provides formutual empathy. Empathy is the bedrock of rapport. Point 3: SoapboxHaving a common communication platform increases decision speed.

Speed is the time between issuesand resolutions, or what we call decision latency.

The Chaos Manifesto 2013 - VersionOne

Decision latency for small projects is vastly differentthan for larger projects. For example, with XP users are embedded into the development process, whichis a key ingredient for success. What makes this technique so powerful is that the communication linebetween the developers and the users is very short; it is a direct link. Point 4: OutcomesThe natural product of small projects is that outcomes are delivered sooner rather than later.

In addition,within small projects you can have steppingstones. They provide tangible inspection and allow the user to see progress, which makes them more likely toprovide the effort and time to make it to the next steppingstone. Point 5: SchoolingSchooling is the teaching, learning, and transfer of information to and from the project team and to andfrom the users.

It is a two-way highway. The reason small projects have greater success is because theroad is shorter with fewer exit ramps. Generally, in small projects there are fewer things to transfer tofewer people, yet it allows for greater creativity and breakthrough solutions.

Point 6: ConsensusSmall projects do require lots of trade-offs since the scope is narrower. Our OptiMix solutionwas designed for this very event. OptiMix helps select features and functions based on cost, risk, value,goal, and capability. In essence, evangelism, a form of marketing, is a very intense style of communication. However, you can get away with not having an evangelist for small projects. Point 8: Primary ResearchSmall projects may require more primary research, not less, since you want to make sure you focuson the high-value items.

Inprimary research, the study should include both qualitative and quantitative elements. Interviews giveyou a qualitative view and surveys provide a quantitative view. Point 9: RespectIt is easier to keep your promises with small projects. Keeping promises establishes your integrity and trust. If yourstakeholders trust you to do what you say you will do, then they are more likely to follow your advice.

Small projects offer the projectteam greater ability to gain empathy. Two-thirds of the organizations said they develop appraisals for at least a few of their projects. However, complexity, like beauty, is in the eye of the beholder. The OptiMix tool uses the same range for the complexity constraint column, from very complex to very easy.

In the drop-down window the user selects the appropriate value label for the project or function. The OptiMix user answers the 10 Phorsight questions, and then the OptiMix solution provides the value label. For example, one of the questions asks if the project is breaking new ground. Another question asks if there is a diverse set of user objectives. Phorsight is also used for the value, goal, and capability constraints.

In the value constraints are cost savings and revenue enhancements.

The goal constraint asks the same questions two different ways. One set of questions asks the user to rate the projects. The other set asks the user to rank the projects.

IT Success and Failure — the Standish Group CHAOS Report Success Factors

Questions include, Does the project match the corporate business plan? The capability constraint looks at skills and experiences with questions such as, Is there a high use of standard products and tools? The user can always override the value Phorsight inserts into a column by selecting a value from the drop-down box.

The four constraints used by Phorsight to guide the users are subjective principles. While much time and money is spent on developing internal ROI scenarios or the value constraint, they are very often wrong. Therefore, it is frequently a waste of time and money to develop ROIs for a given project.

Instead, we suggest you use Phorsight as your primary method. With this constraint, The Standish Group has developed standard value over the range. These ranges are used to calculate the ROI on the set of projects within a case.

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