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Done Project Management Case Studies (9... The Need for Project Management Metrics (G) NEED TO CANCEL PROJECTS Even with the use of value metrick, the coempany realined that not many progocts were being canceled, Everyone knca that creating products within time and cont coestraints would be difticuln. Although the conyany was gond at linikise its innovation projects to a business strategy, it was poor at cost cstimating. Even when a project was selected and propetly linked to a business strategy, there aas saill a fuszy front end where detailed requirements were almost impossible to develop. Oa innovation projects, at was coenmon practice so the "rolling-wave pilanniag." where more detail was added to the requirements as the work progressed. Simply stated, if you can lay out a detailed plan for innovation, then yoe do not have an innovation project. Estimating the time and especially the cost of an innovation boealethrough was almoet impossible. Effective innovation lcaders are those who have a fervert belief in the project, refuse to let the project die, and oflen ase faulty raticeulirations as to why the project shoald continee regardless of what the taloe metric measurement shows. Some people belicke that effective innovation leaders are those who see a future that does not exist yet for what they are developing This belief gencrates a reluctance to termanate projects. The cormany needed to do a much better job of pulling the plug on projects. Every project seemed to develop a life of its imen, and no one had the heart to cancel tham, regardless of the valae metric measurement pesalts. No one sectsed to Done Project Management Case Studies (9... 321 of 740 348 PRONECT MANACZMENT CASE STLTDES have the authority to cancel the projects. Once a project ass terminated the company would ask, "Why didn't we do thais earlier?" or "Why did we appoove this project in the first place?" No best practices of lesson learned were ever aptured related to mechanisms for canceliag projects, Al Grey met with the metric management scam again and asked them for therf assistance. We meed io do a betier job cen canceling peojects. 1 lawe this to nast the reaser why your team was created, but 1 value your input. Perhaps metrica manapomert in asceher form is the solution, ber 1 am not sure. 1 hane locked at there mectarnisms for canceling projects and pertaps you can give me your opinin ef the advantages and disad attages of each muthod. First, cur senior people seem to get imvolved in these projects at a point where they can be the least helpful. They vecm wo anoid idernifiscation writh amy proyen that might dumage their career. Their imvolvenent appears only after they bne womeone to blame other than themselves if the juopect is terminined. So. in the first method, we evald zisuga a peoject sponorf trom the seniof levels of mangement to each of theue innovation projects, and the sponser mast then be imnof all the way through. The second method involves lower and midfle management. Right mos, lower and middle management are backed into a corner hecause they may be invalved in some of the projects yed have no decision-making authoedy for eanceting them. To make matters worse, the perpile un project ieams often are not honest with lower and middle manatement ragarline the real states of the peojects. Now senior management begins to wasder if there es fraak disclosure coming up to their levels. Perhaps lowet and middle managcmeot showld serve as project spoesers and be aclively invelved in innowation projacts foum cradle to grave. same of the risks in assigning sponsars. The risks iaclude: - Secing what they want to sec - Refeving to accese or admit defeat or failure - Vicwing tud news as a perwonal falure - Fiear of exposing mistakies fo others - Vicwing failure as a sign of tecaknesa - Vicwing failure as dlamage to une"s scpatation - Yiewing failure as damape in done's caecer As a result. sponsors may not want to cancel projoct. Therefore, pettapwe should absign an evil champion. The exil changion would be womevee froe the executive levels of mamagement and a person when has no vestrd itterest in the workings of the project. The exil chatigoeen will determite periodially if the peoject should continue. If the exit champece delermines that cancellania is the best option, then he or she will present the findines is the exocutive stcening commitlec. The eoceutive secriter committee will the the authority bo antrride the findings of the poojoct sponsor in favor of the findings of the exit changion. QUESTIONS 1. What are the atrantages and disadvantapes of cach approach? 2. Which approach would you pick? 3. Can the cxit chanpion wse a different crilcrion. such as lovising only at renarn ow inculmen