Patent Publication Number: US-2015073852-A1

Title: Method and apparatus for predicting project outcomes

Description:
Cross Reference to Related Applications 
     This application is a continuation of U.S. patent application Ser. No. 11/098,249, filed Apr. 4, 2005, which is a continuation of U.S. patent application Ser. No. 09/845,868, filed Apr. 30, 2001 (now Abandoned), which are incorporated herein by reference in their entireties. 
     The present invention relates generally to project management and, more particularly, to predicting the outcome of a project and taking corrective measures to increase the likelihood of success. 
    
    
     BACKGROUND OF THE INVENTION 
     Description of Related Art 
     As used herein, a ‘project’ is a task, typically an extensive task, undertaken by one or more people, typically a group of people. A project often represents an important commercial endeavour and may exist either standalone, or as part of a broader program of change comprised of multiple projects. A project typically seeks to secure a significant change to the status quo. This change frequently, though not always, relates to the way in which people, particularly employees, view and carry out their work tasks. 
     A project can be said to have been successful if, in the judgement of the appropriate stakeholders within the organization, the project is deemed to have fulfilled its agreed objectives and to have done so within any targeted timeframes and budgets. 
     Being able to reliably predict the outcome of a project before or during implementation would be very beneficial because if success can be demonstrated as either uncertain or unlikely, then corrective or remedial measures could be taken to increase the likelihood of success. No method exists in the prior art for easily and reliably predicting, and, readily enabling the manipulation of, project outcomes. 
     A need accordingly exists for a tool for reliably predicting project success, and readily enabling manipulation of project outcomes. 
     BRIEF SUMMARY OF THE INVENTION 
     In accordance with a preferred embodiment of the invention, a method and apparatus are provided for predicting the outcome of a project and, if needed, increasing its likelihood of success. Numerical values are assigned to a set of predetermined factors affecting the outcome of the project. The values are assigned based on a subjective evaluation of each factor with respect to the project. The factors include the duration of the project, the performance integrity of persons involved in implementing the project, the commitment of management to the project, the local commitment to the project and the effort required to implement the project. A score is calculated based on the values assigned to the factors. The score is applied based upon empirical benchmark data on prior project scores and outcomes, preferably across a range of geographies and industries, to determine the probability of success of the project. If desired, project changes can be implemented and new values assigned to one or more factors to improve the score and increase the probability of success of the project. 
     One advantage of this method is that it allows project planners and others to easily and reliably predict the likelihood of success of a project. The method assists those involved in the project in identifying and understanding what factors significantly affect the outcome of the project, and in making adjustments to increase the probability of successful implementation. 
     These and other features of the present invention will become readily apparent from the following detailed description wherein embodiments of the invention are shown and described by way of illustration of the best mode of the invention. As will be realized, the invention is capable of other and different embodiments and its several details may be capable of modifications in various respects, all without departing from the invention. Accordingly, the drawings and description are to be regarded as illustrative in nature and not in a restrictive or limiting sense with the scope of the application being indicated in the claims. 
    
    
     
       BRIEF DESCRIPTION OF THE DRAWINGS 
       For a fuller understanding of the nature and objects of the present invention, reference should be made to the following detailed description taken in connection with the accompanying drawings wherein: 
         FIG. 1  is a flowchart generally illustrating the process of predicting project outcomes in accordance with the invention; 
         FIG. 2  is a graph of predicted outcome ranges for given scores based on empirical data; and 
         FIG. 3  is a graph similar to  FIG. 2  illustrating outcome predictions before and after taking remedial measures to improve the likelihood of project success for an example project. 
     
    
    
     DETAILED DESCRIPTION OF PREFERRED EMBODIMENTS 
     The present invention is directed to a tool for predicting the outcome of a project, and to assist in identifying any needed corrective changes to improve the likelihood of success. The tool provides an objective framework for subjective judgments made by senior managers, project managers, project team members and others, and uses empirical data to predict project outcomes. 
     Whether a project succeeds or fails is determined by a number of factors, which are also described herein as project “change elements.” It has been discovered that four factors play a particularly important role in determining the outcome of a project. These factors are project duration (the “duration factor”), the performance integrity of the project team (the “integrity factor”), the organizational commitment to change (the “commitment factor”), and the additional local effort required during implementation (the “effort factor”). 
     The duration factor generally refers to the duration or length of the project or the period of time until the next learning milestone, which is an event at which project progress is typically formally assessed against key performance measures. It has been found that smaller durations between learning milestones increase the likelihood of success. 
     This does not mean either that all lengthy projects are more likely to fail or that learning milestones can be trivially structured such that they occur at only very short intervals apart. Learning milestones are key points in the delivery of the project. They are typically defined within the project plan to lie at set dates and typically denote either the completion of major tasks or the integration of work from multiple areas. As such, it is frequently the case that learning milestones can not be realistically structured to occur less than a few months apart, though, if it is legitimately possible to do so, then this is more desirable. Lengthy projects per se are not more likely to fail than short projects. However, lengthy projects with poorly managed learning milestones are far more likely to fail. 
     The integrity factor generally refers to the performance “integrity” of the project team. The performance integrity of the project team is based on the configuration of its members and their overall skills and traits relative to the change process or project requirements. A team deemed to exhibit high performance integrity will broadly exhibit a set of attributes and skills, including: capable leadership, clarity of objectives, sufficient resourcing, challenging minds, people and team skills, self motivation, action bias and organizing skills. 
     The commitment factor generally refers to the organizational commitment to the project or change. That is the extent to which collectively the organization seeks to embrace the change. The commitment able to be achieved for major and transformational organizational change is an important consideration, since without appropriate attention to this component, the natural tendency of many organizations, will be to resist change. As will be discussed below, the commitment factor is preferably subdivided into local and senior components. The local component refers to the attitudes of the local area undergoing the change. The local area referred to includes the local management, supervisors, operational and support staff who will directly experience the change. The senior component refers to the perceived commitment of relevant senior management to the project. The consideration of perceived senior management commitment is an important element in gauging this dimension. The general organizational perception of senior management&#39;s commitment to major change projects is often less than what senior management would self assess themselves as being. Nevertheless, perceived commitment is more statistically causal in predicting project success. 
     The effort factor generally refers to the additional local effort, above the expected normal working requirements, needed during project implementation. The consideration of additional local effort is an important and often overlooked factor in successful implementation. Major change projects can rarely be implemented instantly. It is therefore important to recognize the additional effort required on the part of the area affected by the change, e.g., to effect the transition whilst simultaneously monitoring current operations up until the point when they are discontinued and the transition completed. 
     A continuum of possible outcomes can be inferred from application of these factors: from projects that are expected to succeed to those that are expected to fail. For example, a short project, led by a cohesive, highly skilled, motivated team, championed by senior management, and implemented in an area receptive to change, is highly likely to succeed. Conversely, a lengthy project, led by a poorly skilled, unmotivated team, opposed by senior management, and implemented in an area resistant to change, will likely fail. A large number of projects, perhaps most projects, however, will fall somewhere in the middle of the continuum, where success or failure is much more difficult to predict. For example, if the project is of short duration and has a good project team, but senior management commitment is variable and implementation requires a good deal of organizational effort, the likelihood of success may be difficult to determine. A tool for predicting project success in accordance with the invention can be used to assess the probable outcomes of projects like these and to identify remedial or corrective measures that can be taken to increase the probability of success. 
       FIG. 1  is a flowchart  10  that generally illustrates the process for predicting outcomes in accordance with the invention. At Step  12 , numerical values are assigned to each of the factors discussed above. 
     The following is an example of a set of numerical values that can be used to define the change elements or factors for a project. Project managers and/or others knowledgeable on the project use their subjective judgments in assigning the values to each factor. 
     
       
         
           
               
               
            
               
                   
                   
               
               
                   
                 Step Function 
               
            
           
           
               
               
               
            
               
                   
                 Numerical 
                   
               
            
           
           
               
               
               
            
               
                 Element 
                 Value 
                 Description 
               
               
                   
               
            
           
           
               
               
               
               
            
               
                 (D) Duration Factor: duration of change 
                 1 
                 &lt;2 
                 months 
               
               
                 either to completion or learning 
                 2 
                 2-4 
                 months 
               
               
                 milestone 
                 3 
                 4-8 
                 months 
               
               
                   
                 4 
                 &gt;8 
                 months 
               
            
           
           
               
               
               
            
               
                 (I) Performance integrity of project 
                 1 
                 Very good 
               
               
                 team 
                 2 
                 Good 
               
               
                   
                 3 
                 Average 
               
               
                   
                 4 
                 Poor 
               
               
                 (C 1 ) Senior management 
                 1 
                 Clearly 
               
               
                 commitment to the change 
                   
                 communicate needs 
               
               
                 (as perceived by the organization) 
                 2 
                 Seems to want 
               
               
                   
                   
                 success 
               
               
                   
                 3 
                 Neutral 
               
               
                   
                 4 
                 Reluctant 
               
               
                 (C 2 ) Local commitment to the change 
                 1 
                 Eager 
               
               
                   
                 2 
                 Willing 
               
               
                   
                 3 
                 Reluctant 
               
               
                   
                 4 
                 Strongly Reluctant 
               
               
                 (E) Local effort during implementation 
                 1 
                 &lt;10% additional 
               
               
                   
                   
                 effort needed 
               
               
                   
                 2 
                 10-20% additional 
               
               
                   
                   
                 effort needed 
               
               
                   
                 3 
                 20-40% additional 
               
               
                   
                   
                 effort needed 
               
               
                   
                 4 
                 &gt;40% additional 
               
               
                   
                   
                 effort needed 
               
               
                   
               
            
           
         
       
     
     At Step  14 , the values selected for each factor are combined to generate a score. The score is preferably calculated using the following equation: 
       Score= D+ 21+2 C   1   +C 2+ E    
     Where D=duration factor, I=integrity factor, C 1 =senior management commitment factor, C2=local commitment factor, and E=local effort factor. 
     In the equation, a weighting of two is applied to the team performance integrity factor (I) and the senior management commitment factor (C 1 ), which have been found to produce particularly strong statistical correlation between the score for a project and its predicted outcome. 
     A single score, ranging from 7 to 28 (when using the above example numerical values), can thereby be calculated for a project. At Step  16 , the score is compared with empirical data on scores and outcomes of other projects. In particular, the score is preferably applied to a graph that plots scores generated by a benchmark database of other projects, against their success as shown, e.g., in  FIG. 2 . The  FIG. 2  graph  30  includes a shaded area  32  where outcomes are most likely to fall. In the graph the numbers marked by diamonds refer to the number of prior projects (from a total of 225 such projects) having the indicated outcome for a specified score. Accordingly, a score calculated by the equation is positioned within the shaded area  32  in  FIG. 2  to determine the likely corresponding outcome range of the project. 
     A score of less than 14 applied to the graph shaded area  32  would be deemed likely to be successful and hence would fall into a so-called Win Zone.&#39; A score between 14 and 21 applied to the graph would correlate to an outcome that would be difficult to predict, and such projects would fall into a so-called ‘Worry Zone.’ Finally, projects with a score greater than 21 would fall into a so-called ‘Woe Zone,’ where outcomes are deemed very likely to be unsuccessful. 
     For projects falling in the worry or woe zones, remedial action can be taken before a project begins and/or at appropriate milestones during its implementation to improve the likelihood of project success. This is indicated by Step  18  in  FIG. 1 . The remedial action can be selected based on improving the numerical values of one or more factors. The score and likely outcome can then be again determined based on the revised factor values. 
     EXAMPLE 
     The following is an example of an outcome prediction analysis in accordance with the invention for a given project. The project in this example related to the restructuring of back offices of a large retail bank, which involved major changes to processes, behavior and organizational structures. The factor values were selected as follows: 
     The project was scheduled to last more than eight months, leading to a selection of D=4. The project team was deemed to have solid, but not spectacular performance integrity, leading to a selection of 1=2. The project was thought to be in a general culture strongly reluctant to change with likely only moderate communication of senior management support, resulting in selections of C1=2.5 and C 2 =4. The project was estimated to require approximately 10-20% additional effort on the part of the organization during implementation, resulting in a selection of E=2. 
     Based on these values, the project score was calculated as follows: 
     
       
         
           
             
               
                 
                   Score 
                   = 
                     
                    
                   
                     D 
                     + 
                     
                       2 
                        
                       I 
                     
                     + 
                     
                       2 
                        
                       C 
                        
                       
                           
                       
                        
                       1 
                     
                     + 
                     
                       C 
                        
                       
                           
                       
                        
                       2 
                     
                     + 
                     E 
                   
                 
               
             
             
               
                 
                   = 
                     
                    
                   
                     4 
                     + 
                     4 
                     + 
                     5 
                     + 
                     4 
                     + 
                     2 
                   
                 
               
             
             
               
                 
                   = 
                     
                    
                   19 
                 
               
             
           
         
       
     
     When the score was applied to empirical data as shown in the  FIG. 3  graph  50 , the predicted outcome fell within the Worry Zone (14&lt;Score&lt;21) as indicated at  52 , generating serious concern about its chances of successful implementation. Remedial action was accordingly taken in three of the four elements of change in improve the score. 
     First, the project timeline was broken so that structured learning milestones occurred each 3 months. D accordingly decreased from 4 to 2. 
     Also, the selection, resourcing and configuration of the project team was significantly altered from what was originally planned. In particular, the team was carefully selected and resourced, and key regional and head office general managers were actively involved in configuration of teams. The team now included several high performing staff experienced in change management and ‘on board’ key back office managers with local knowledge and power. The value of I accordingly decreased from 2 to 1. 
     Consistency and effort on the part of senior management significantly enhanced the general perception of their commitment to the change. In particular, coordination of communications was marshaled through one post (Chief Manager Organizational Effectiveness). Also, there was an assignment of a more senior and respected general manager to the project, both to signify importance and increase the likelihood of success. Also, a travelling “road show” was put on by management to explain the project and signal the need for success. C1 accordingly decreased from 2.5 to 1. 
     Specific initiatives were employed to help improve the local commitment to the change, including local workshops and communications and making the envisaged change process. C2 accordingly decreased from 4 to 3. 
     The project score was then recalculated: 
     
       
         
           
             
               
                 
                   Score 
                   = 
                     
                    
                   
                     D 
                     + 
                     21 
                     + 
                     
                       2 
                        
                       Ci 
                     
                     + 
                     
                       C 
                        
                       
                           
                       
                        
                       2 
                     
                     + 
                     E 
                   
                 
               
             
             
               
                 
                   = 
                     
                    
                   
                     2 
                     + 
                     2 
                     + 
                     2 
                     + 
                     3 
                     + 
                     2 
                   
                 
               
             
             
               
                 
                   = 
                     
                    
                   11 
                 
               
             
           
         
       
     
     The improvement in score was significant, pushing the project into the Win Zone as indicated at  54  in  FIG. 3 . A subsequently highly successful implementation of the project confirmed the practical predictive value of the inventive approach. 
     The method steps described above (including, e.g., inputting numerical values for each factor, calculating a score, applying the score to empirical data) are implemented either manually or more preferably in a general purpose computer, e.g., as part of an Internet or Intranet based application. A representative computer is a personal computer or workstation platform that is, e.g., Intel Pentium®, PowerPC® or RISC based, and includes an operating system such as Windows®, OS/2®, Unix or the like. As is well known, such machines include a display interface (a graphical user interface or “GUI”) and associated input devices (e.g., a keyboard or mouse). 
     The method steps are preferably implemented in software, and accordingly one of the preferred implementations of the invention is as a set of instructions (program code) in a code module resident in the random access memory of a computer. Until required by the computer, the set of instructions may be stored in another computer memory, e.g., in a hard disk drive, or in a removable memory such as an optical disk (for eventual use in a CD ROM) or floppy disk (for eventual use in a floppy disk drive), or downloaded via the Internet or some other computer network. In addition, although the various methods described are conveniently implemented in a general purpose computer selectively activated or reconfigured by software, one of ordinary skill in the art would also recognize that such methods may be carried out in hardware, in firmware, or in more specialized apparatus constructed to perform the specified method steps. 
     Having described preferred embodiments of the present invention, it should be apparent that modifications can be made without departing from the spirit and scope of the invention.