Project Failure or Project Success – How Will You Know?

Frankly, more than 70% of the project managers, software asset managers, or IT asset managers that I come into contact with have literally no framework for identifying whether their projects have succeeded or failed. The primary reason?

Project managers, software asset managers, & IT asset managers frequently fail to accurately define what failure or success look like.

Further, many of the hundreds of IT asset management or software asset management projects I've reviewed over the years have completely failed to define their deliverables. If you don't know what you are trying to accomplish, you have no way of identifying whether or not you have hit the target. Of course, for the optimists in the group, this also means that no matter what you accomplish – its right.

Control failures are not listed in the recipes for a successful professional career.

So, try these simple steps toward more successful projects:

• Always clearly identify the specific goals and objectives of the project. In their most simplistic form, these are your deliverables.
• Ensure that your deliverables meet SMART criteria – specific, measurable, achievable/accountable, realistic/relevant, and time-bound.
• Write a clear definition of “project failure.” Some people refer to the typical constraints of time, cost, quality. Others have more complex definitions (PMI has increased the old "Triple Constraint" number with the PMBOK 4^th Edition).
• Write a clear definition of “project success.” Again, the same basic constraints may come into play.

Now that you have clear goals and objectives (deliverables), begin monitoring and controlling your progress toward these deliverables from minute one of the project or SAM / ITAM initiative. When you recognize that you are deviating from expectations – fix the problem(s) immediately before everything accelerates out of control.

Example of Constraint "Controls" - Some enterprises will accept a project budget surge of up to 10%. Others expect all projects to finish precisely on budget. Some may even expect you to finish below budget. Whatever the parameters - get them documented so you can control to that degree of performance.

If you do nothing more than take these four very basic steps, you will improve the odds of successful projects. As usual with The Institute for Technology Asset Management deliverables, these common sense adjustments will cost you nothing to implement, yet they have the potential for enormous enterprise project management, software asset management, and IT asset management improvements.

For a simplified online self-paced session on SMART goals & objectives, visit www.TAMinstitute.org and look at InstituteTV under the Knowledge Center.

IT Asset Management Standards Lack Backbone - #1

For over 7 years I have been researching the "state of information technology asset management" (ITAM / TAM) and I have discovered some very distressing trends. The most discouraging trend is this:

Truly effective ITAM  initiatives are the exclusive domain of prosperous enterprises in developed countries.

The reasons for my perspective? How do we create & support a professional framework that few enterprises and individual practitioners can genuinely afford? The typically available of solutions, best practices, and options for managing business technology assets are altogether too costly to purchase, implement, train for, and maintain for the vast majority of enterprises that genuinely need the results. Some of these standardized solutions are so complex to implement and manage that most enterprises have neither the in-house talent nor the consulting budget to get them operational, let alone managed on a day-to-day basis.

What's more, many of the so-called ITAM best practices on the market today are kept within a serious proprietary strangle-hold by suppliers or groups that have locked them down via copyright or business process patents.

Don't believe me? Simply go out and price an end-to-end ITAM or SAM solution for your enterprise. (You can't afford it.)

It's my mission, and the mission of The Institute for Technology Asset Management to over-turn this self-serving trend and put business technology asset management  and software asset management back into the hands of the average ITAM and SAM practitioner - accessible for the average enterprise. We're focusing on building a credible profession of software asset managers, IT asset managers, and IT portfolio managers. Our core deliverables are long term and strategic in nature: the cost-effective, common sense-based professional development processes, procedures, and best practices that can be used by a majority of enterprises, in a majority of industries, in a majority of countries around the globe - without the crippling budget hits.

It may take us a while but, with the support of practicing asset managers, and the enterprises who are searching for qualified professionals in the ITAM/TAM/SAM and TPM fields, we think our comprehensive approach is the one that the profession desperately needs. Care to join us?

Software Piracy Settlement - Delhi, India

In August, 2011, a small enterprise in Delhi, India was confronted for hard disk loading. The consequences for this enterprise were costly but there was a critical hidden message for every software asset manager behind this court case. When fewer than 10% of software piracy, or license non compliance, settlements are made public, it pays to know how to respond to the few that DO show up in public.

For a quick review of this incident, and a more comprehensive discussion of how asset managers in this region should respond, take a look at my commentary HERE.  (Or click here for a link to the original IndianExpress.com article by Utkarsh Anand). At the end of the commentary you will also find a link to the full Institute for Technology Asset Management PDF Knowledge Briefing that will provide you with strategies & tactics to respond to events similar to this in your geographic area. 

THESE are the some of core competencies that are only exhibited by Institute-trained Software Asset Management Professionals.

Software Asset Managers (SAMs) Beware: This scenario represents one of the most frequent blindsides in our industry.  A single reseller who violates copyright regulations - if linked to your enterprise - can cost you hundreds of thousands of dollars - in many cases, it'll even cost you your job. (Conveniently enough, you don't even have to have done anything wrong...)

The Institute for Technology Asset Management

The Institute for Technology Asset Management provides professional development and public training programs in the fields of Software & Copyright Compliance Assurance (SCCA), Software Asset Management (SAM), Information Technology Asset Management (ITAM / TAM), and Technology Portfolio Management (TPM).

The Institute's information technology asset management professional development programs are anchored in the front line common sense experiences of working IT asset managers - representing our global membership. These practitioners also have deep expertise in such areas as project management, contract management, business process improvement, internal auditing, negotiations, ITIL, ISO standards, and other complimentary fields. In addition, our programming is unique in the industry, having been organized and delivered at the collegiate level to optimize both depth of coverage and alignment of competencies with both academic principles and real world IT asset management operations. 

Our primary goals? To develop and deliver the IT asset management industry's most cost-effective and comprehensive professional development knowledge and credentialing programs.

Our supportive goals? To deliver our programming to a global audience, enabling businesses of all sizes, operating in any industry or cultural environment, to gain maximum ROI value for their business technology investments while minimizing technology related risks.

The Institute for Technology Asset Management training is the first programming to be based on globally recognized professional competencies as documented in the standardized Guide to the Technology Asset Management Body of Knowledge – TAMBOK™. The uniquely affordable TAMBOK documents the competencies necessary for practitioners – or enterprises – to establish and support a wide range of information technology asset management initiatives. 

The Institute's training programs re-enforce and enhance the process behind the proven TAMBOK competencies. While the Institute programs integrate a wide range of standards and best practices, our members believe that there is a significantly higher percentage of ROI results to be generated from a renewed focus on basic business processes and practitioner competencies. As a direct consequence, IT asset management training from The Institute delivers significant value at minimal expense – with no need to purchase costly standards, consulting, or support products.

The Institute is the only non profit [501(c)(3)] practitioner-driven association of IT asset management professionals in the world, having been established to fill the void of providing cost-effective training and open knowledge transfer to information technology asset managers as well as to the general public. The Institute also leads the IT asset management field in providing the only non-proprietary professional development and credentialing programs designed around a functional interdisciplinary knowledge framework.

The Institute's TAMBOK-focused professional development programs have been available online since 2006 with custom-built instructor-led IT asset management programming currently available on a scheduled basis. Institute programming is also being delivered at the university level via workforce development programming. The Institute will resume scheduling open-to-the-public – instructor led - programming via its new web site in 2^nd quarter 2011.

Are you drinking the "Cloud" fruit punch?

There are literally tens of millions of dollars being spent in a campaign to convince you that cloud computing (also being referred to as SaaS or software as a service) is the next best and greatest thing for managing the business technology portfolio. While I won't argue that, in some instances, offloading your controls of specific technology requirements may not cause a problem, I recommend you carefully consider any cloud-related decision from a perspective that is both tactical and strategic (short term as well as long term).
    Since the early 90's I have been recommending that smart business management absolutely needs to adopt an intelligent business process improvement framework to help minimize costs and risks while maximizing the ROI on business technologies. Cloud computing is a great place to start your technology asset management improvement initiative. 
Consider: A majority of your current licenses for operating systems and software are perpetual - you pay once for the use of the product and you do not have to pay again until you upgrade or change products. In many cases this single up front payment permits you to use the same product for five or more years - only requiring change when absolutely necessary.
    Moving to the cloud will take this level of cost control away from you. No matter how prettily the software industry tries to wrap the cloud package, it will always look just like a yearly subscription fee once you get past the honeymoon stages. (You will be paying for the product again and again, every year you use the service.)

Bottom Line: Higher software costs...

Consider: This yearly fee for access to operating systems or software is the TOP reason why mainframes have been priced nearly out of existence. The problem isn't merely the carefully crafted yearly fee structure that magically keeps changing. Instead, the core problem with the yearly subscription model is that, once you are committed to it, the copyright holders are well aware that conversion costs will literally force you to accept any changes they choose to send your way. (I've seen countless examples of companies under yearly subscription plans being held hostage with threats of "...reduced or discontinued access unless you agree to this new contractual change...") After all, once committed, what are your options? With the cloud licensing model you have given up virtually all of your negotiations capabilities.

Bottom Line: You'll Take What They Give You...

Consider: The vast majority of enterprises operating at any level around the globe do not honestly read or understand the licenses, terms, and conditions that govern their acquisition and use of operating systems and software. (After all, if you genuinely understood the onerous vendor licenses, you probably wouldn't accept the majority of these agreements.) The cloud agreements are even more deadly - read them. (Now, read them again and note all the "We have all the rights - You have all the responsibilities..." clauses.)

Bottom Line: They're Not Going to Give You What They Say They're Going to Give You...

Consider: Under the current licensing models, you – the business technology consumer – determine when you will move to the new releases or versions of products. There are plenty of costly land minds you have to negotiate such as: will your computers support the new product; or will the new product be compatible with all your other software; or will the new product be compatible with your printers or other devices. Managed incorrectly, your costs for a single upgrade could easily exceed the value of your existing hardware base.
    Moving to a new product under the existing license is determined in-house or, in worse case scenarios, when the provider refuses to support that perfectly acceptable product you purchased six years ago. Under the cloud, you'll move to the new product when the supplier says you'll move. After all, your hardware and compatibility issues are of no concern when you have no cost-effective alternative, right?

Bottom Line: You'll No Longer Control Upgrade Frequency of Software or Hardware

Consider: Coming full circle to my original comment - All this money being spent on the hard sell for cloud computing isn't being spent to educate you about the wonderful new silver bullet business technology solution. Instead it is being spent to ingrain the new "miracle service" in the executive psyche and ensure that business technology consumers fail to recognize the true costs and risks relating to relinquishing control over the systems your enterprise must rely on to survive.
    Prior to any cloud-related decision, conduct a seriously honest and scrupulous cost-benefit analysis. This step alone could help you reduce the artificially inflated costs and risks relative to virtually all business technology goods and services. If you want to increase the real world return on your technology investments, THIS is one of your key steps toward successful business process improvement.

Software Asset Management Tools

When it's time to purchase automated technology asset management software, it's also time for a little reality orientation. Vendor hype aside, there is no silver bullet tool that will deliver miraculous value for peanuts. To gain maximum ROI from any IT asset management software acquisition you need to identify and prioritize which tool to purchase, in what order, and establish your preferred functionality criteria.

When it comes to automated information technology asset management tools you will always gain the best bang for your buck by starting with a quality discovery tool. The discovery tool enables your IT asset manager and/or software asset manager to conduct a hardware and/or software audit in minutes (compared with hours and days using the hand audit processes). The IT asset management discovery tool usually operates on a server, auditing systems when they are started at the beginning of the work day, or according to a pre-set schedule. (But, with many, can also conduct local or online audits of systems.)

Caution: Not every technology asset management software product can be used to discover both hardware and software. While some tools may be adjusted to function in both capacities, a tool that isn't designed for both hardware and software can be a complete disaster. What's more, many tools cannot be tweaked to add new items to the discovery search - a serious problem when you decide to audit for illegal music or MP3 files.

When setting your functionality expectations, consider the following:

• How difficult is the product to install / implement? Can your internal team perform the implementation or will you have to bring in an expensive provider team?
• How difficult is the product to manage / administrate on a day-to-day basis? Can your existing personnel do the work or will you be forced to hire a dedicated technician? Is training cost-effective and will it cover your unique needs?
• Can the product be set to "manage by exception"?  This means that, once you have established your configuration audit baseline, the product primarily searches for changes to that baseline - quicker and more cost-effective.
• How easily does the product generate reports? What pre-designed reports are included? How difficult is it to produce a customized report? Are reports developed around a common source, or is the process proprietary?
• How easily and accurately does the tool discover hardware? Can your personnel adjust the scan for a specific hardware item?
• How easily and accurately does the tool discover software? Can your personnel adjust the scan for a specific range of software titles? Can it scan for products belonging to a specific copyright holder (a MUST during a license compliance audit)?
• Does the product contain, maintain, and accurately update an internal software product and copyright holder dictionary against which it compares what it discovers? How frequently is this database updated?
• Will the database accept data covering legacy applications - those that were written in-house or are otherwise not on the typical software publisher roles?
• Can the product be used to discover "rogue" products such as those MP3s mentioned earlier, or video/movie titles, graphics, fonts, or even games? (Do not try to convince me that none of your systems has any of the items on that list - they do...)
• And the beat goes on...

Want more? There are other considerations to bring into the picture. We haven't discussed licensing terms and conditions, or volume purchasing agreements, or any of a wide range of details - but do you get the picture?

Need any questions answered or additional information? Check out the Knowledge Briefings on the BizTechNet.org web site. Interested in bringing in one of our experts to consult or provide advice? Interested in getting supplier-agnostic training in how to deliver effective technology asset management or software asset management value? Contact our training division at TAMinstitute.org.

Who are your stakeholders & what do they expect?

One of the key omissions made by enterprises when acquiring business technologies is failing to clearly understand / define the needs of the people, departments, companies, and suppliers that are involved in the event. We ALL tend to minimize, or ignore, the stakeholder analysis. Result? Many, many failures to deliver value to the enterprise.

Per the Project Management Institute PMBOK, stakeholders are: 

I know... In today's economic environment, we all tend to bow down to the pressures of "Just get it done." Guess why acquisitions fail to deliver, cost too much, have poor contractual terms and conditions, exceed the budget, or expose the enterprise to legal risks? We never seriously clarified what it was we were doing.

So, here's your best bet to gain more effective results: Conduct a stakeholder analysis for every IT acquisition. Try to discover the primary individuals or entities that will be involved in, or impacted by, your actions. Ensure that you at least look at their surface needs and expectations. (Surface is NOT optimal, but it's a massive improvement from the norm.)

Next, document the expectations of those stakeholders. Put what you know in a table or spreadsheet format. Look over your lists and set priorities.