When Will We Measure What Matters?

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Let’s face it…all projects begin in the “red” condition. That is, the odds are they will not deliver what they are expected to deliver on time or in budget. That’s not being ‘negative’. It’s being realistic.

So…who’s job is it to make project management performance better. It’s YOURS. Especially if you are the CIO or other senior IT manager. You need to stop saying you ‘trust’ your project managers. It’s not ‘their’ job to ensure project satisfaction.  It’s YOURS.

If you don’t know what drives project performance, then you are part of the problem. If you DO know what the key performance indicators are and choose not to know and punish the people who try to share the key info with you, then you ARE the problem.

It’s so bad in the public sector that Congress actually had to pass a law to “strengthen CIO authority” (whatever THAT means) to help ensure proper project governance.

“Federal IT projects have also failed due to a lack of oversight and governance. Executive-level governance and oversight across the government has often been ineffective, specifically from chief information officers (CIO). … This has also been highlighted by Congress—recently enacted law is intended to strengthen CIO authority and provide the oversight IT projects need.” Carl Levin and Howard P. ‘Buck’ McKeon National Defense Authorization Act for Fiscal Year 2015, Pub. L. No. 113-291, § 831(a) (Dec. 19, 2014

Sure, it’s a complex process to govern a project portfolio. So, let’s address the complexity by simplifying the collection, analysis and reporting of the FACTORS THAT DRIVE PERFORMANCE. We know what they are. We just need to step up, like the State of Georgia has, to make the project governance process more effective.

The State of Georgia has developed the Georgia Enterprise Management Suite to collect the relevant project information and has significantly improved the governance process (for example, a 90% reduction in time to compile and review project status conditions with senior IT governance executives.) Teresa Reilly, director of Georgia’s Enterprise Project Management Office, put it this way, “it gave the project managers more time to do the analysis and find out what’s really going on.” The result: millions realized millions in savings from avoided rework.

Full disclosure… the company I work for, Computer Aid, Inc. (CAI), worked with the State of Georgia to develop GEMS. GEMS is based on a SaaS-based project management offering called Automated Project Office. APO is focused on being a one-of-a-kind project MANAGEMENT tool, not just another project planning and accounting tool. If you are interested in what the State of Georgia (and other complex IT organizations) are using to quickly, easily and effectively improve project governance, click here to learn more.

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