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contractual re-negotiations with the customer to recover relevant costs.
Strong “buy-in” From Stakeholders
Although web-based collaborative planning tools are starting to emerge none of them provide the
planning freedom, flexibility and lack of restrictions required by modern, large and distributed
projects. The unrestricted dependency modelling that is now essential requires devolved planning.
The Planner required today must hold the project model in an industry standard relational data-base,
which can allow server-hosted deployment. The Planner must permit controlled multi-user access to
the project model and resource data-structures. This is critical for communication and team building.
Being able to involve a large critical mass of project stakeholders early in the planning cycle leads to
greater project “buy-in”, ownership and clear communication. “Buy in” is vital as it spreads the sense
of ownership and encourages participants to offer mutual support and problem solving.
Communication cannot be overstressed, as one project manager confided to us in an interview,
‘projects never exhibit too much communication’.28
Ranking Priorities
In order that project priorities are properly ranked the latest evolutionary optimisation techniques to
automatically identify the best allocation of resources to meet project objectives is required in the
new generation of planning tools. In the system developed by the authors a Discrete-Event Simulation
tool it is very easy to graphically demonstrate the logic behind the resource allocation recommended
by the optimiser. Users need to be able to quickly and easily experiment with alternative resource
models and evaluate the effect on project performance. The required Planner must be designed to be
able to analyse very large networks in order for the problem of opacity to be overcome both in
specific projects and across the organisation. Crucially this can allow multiple project analysis to be
undertaken. Hence an organisation is able to objectively assess the best allocation of a common pool
of resources across diverse, possibly unrelated programmes.
Conclusions
Modern project management techniques have their origins in the 1950s when the US military was
seeking more scientific means of managing its giant Cold War procurement programmes. PERT, to
take an example, was developed for the US Polaris missile programme, although its main influence
was actually in public relations not project management.29 Techniques, such as PERT, GANTT charts
28 Interview at Airbus France, (Toulouse May 11 2001).
29 J. Galway, ‘Quantative Risk Analysis for Project Management’, (RAND Corporation, Santa Monica, 2004).
Why Projects Fail
16
and the Critical Path Method (CPM) went on to dominate project management for 50 years. 30 But
time moves on, and modern, complex and globally distributed projects have outgrown the analytical
and representational capabilities of these techniques. In the authors’ study of the aerospace and
defence industry and through our interviews with project managers we discovered that the biggest
impact of today’s inadequate tools is seen in the planning process.
Good planning means accurate scheduling and workload assessments, without these projects are dead
in the water, unless of course lady luck lends a hand. There is, of course, no doubt that cultural and
behavioural factors are also highly relevant. However, the biggest cultural barrier we observed was a
conservative reluctance to countenance managing projects in new ways. But other cultural and
behavioural failings are actually related to the inadequate technology we observed. For example, poor
representation of project tasks and the inability to offer widespread access to an updating facility
decreases sense of ownership. Project opacity and the lack of a clear model of what the project is
doing make it easier for individuals to avoid responsibility and blame others. An obsession with detail
reflects forms of representation that are at the wrong level of resolution. Therefore tools and processes
that make projects transparent and allow distributed, but easy access to project plans have clear
cultural benefits.
In this paper we have advocated the use of a new form of project Planner using the core technologies
outlined above. More than ever some of the basic planning tasks and assessments need to be
automated and made available in an easy to access and easy to edit format. In the last 50 years
management has evolved in a myriad ways, but project management has been stuck in a time warp.
Now is the time for our project management tools to match up to the complexity of 21st century
projects.
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