Tag Archive | Configuration Project
Risk Number 7: Not Selecting the Appropriate Product Family When Developing Product Models
Most companies will have a choice of which product family to select for their initial product modeling effort. There are often two extremes to evaluate, simple or complex – each with attendant risks. Starting with a complex family that promises greater benefits may be tempting, because of the desire to gain the greatest immediate benefits with improved product configurability.
Risk Number 6: Incorrectly Estimating Product Modeling Workloads
Anyone who has been involved in product management or creation realizes that the process of product modeling is a complex one. We’ve seen some companies do it perfectly, and others get it completely wrong from the start.
Risk Number 4 : Not Completing a Valid Product Model and Process Design
We’ve all met a know it all: the one who doesn’t want to read directions, or listen to other people’s ideas. And of course the worst ones are the ones that try to ignore unexpected problems or try to cover them up quietly to avoid having to admit they were wrong. We all do this sometimes; I once nearly drove off a cliff on a small Greek island before finally agreeing to ask for directions (turns out we were on the complete opposite side of the island).
Risk Number 3: Not Fully Understanding Cultural Issues
Experienced companies frequently refer to cultural risks as one of the foremost reasons for project failures. I think most of us can agree that every company has a different culture, and even within the overall corporate culture there may be subcultures within offices, departments, floors or work areas. It truly takes an involved, observant individual to dissect and delve into the various corporate cultures around them.
Risk Number 2: Not Having the “Right” People on the Project
I’ve seen it many times – you are starting a new project at work and need to compile a project team. Especially in circumstances when the project falls outside of the day-to-day responsibilities of employees, it can be difficult to get volunteers for the team. And it also seems that often the people who do volunteer are the ones that you least want on the team.
Risk Number 1: Not Managing the Implementation as a Strategic Project
Having been involved with countless technology implementations (some of which I would prefer not to remember), I know from experience that there are many things that can go wrong in such an implementation. One issue that I firmly believe should be addressed before it becomes a problem is ensuring the implementation is being viewed and carried out as a significant strategic project.
