Loading ...
Why do large system implementations often fail or get delayed? Depending to whom you ask, you’re likely to get a different answer: the requirements were not understood properly, the data was too complex, processes were not documented, key stakeholders were not involved enough, there’s too much red tape, my team/manager is incompetent, we picked the wrong solution, etc. I’ve observed that the bigger a project or program is, the more likely people are to feel that they can’t affect the outcome. Large project teams seem to have a low internal locus of control.
In 1519, Captain Hernán Cortés and his army set out on one of the greatest conquests in the history of the world. Cortés was going to accomplish his goals no matter the consequences, despite being up against incredible odds. When he arrived near Veracruz with 500 soldiers, a dozen horses and a few cannons, the first thing he did was burn his ships so there could be no retreat. He told his men “You can either fight or you can die”. Returning to Spain was not an option anymore. By burning his ships, he not only cut off his only means of retreat, but also made his soldiers fight harder. They were all fully committed to the cause.
I cannot condone what Cortés later did to the Aztecs, but burning the ships probably played a major role in the outcome. Most project managers will say that failure is an option and have a “do-or-die” attitude, yet when things start going wrong, the managers usually start looking for excuses. Likewise, when blamed for delays, the project team will often start looking for their own excuses or try to jump back on the ship.
I challenge you to think about your objectives and about at least 5 factors that could make it difficult to reach them. Now, get rid of these excuses.
Recent Comments