Fifty percent of CRM Projects Fail.
Thirty Five Percent of all IT Projects Fail.
Do you know why? Asuret does.
You probably read Michael Krigsman column on ZDNet dealing with failure. If you can say this without smiling, he knows how to fail. He also knows how to prevent it. His company is Asuret and they have created a solution that leverages wisdom of the crowds principles to show you critical project health indicators in a easy-to-navigate platform to help you avoid, or at least manage, the type of risk that carries failure with it. I saw a demo a couple of weeks ago, and I am still impressed with what I saw.
You know your employees know more than they are willing to express freely (they may fear for their job, or to hurt someone’s feelings, or to cause political problems, or to expose their own weaknesses, or– you can add your own reasons why here). In addition, you know that what they are not saying could be the difference between success and failure. Even though Change and Risk Management programs are designed to manage that risk, not many organizations undertake them; the ones that do don’t really understand exactly how to use change management efficiently and their half-baked efforts don’t manage all the risk.
Asuret created a solution that collects information from stakeholders in different departments in the company as enterprise IT projects are company-wide initiatives that affect all departments and all people in the company. Asuret also collects information from the solution providers (consultants or integrators) and vendors if any of them are involved in the project. Using an electronic questionnaire that takes about 15-20 minutes to get through and all questions are multiple choice. This questionnaire has some “demographics” information (such as department, job function) but it also has thresholds built in to prevent an answer to become identifiable. In other words, this is all very confidential and results are only shared with the appropriate people in an anonymous manner.
To build the questionnaire they create a model of the project to reflect the current situation, risks to monitor, and particulars for that specific stage of the project. Questions are drawn from a question repository with options for different type of projects (e.g. CRM vs ERP) and different stages (e.g. launching vs end of the first stage). As agile projects change the focus and methodology from stage to stage the questions vary slightly from one stage to the next. These questions are divided across seven key vulnerability areas (these areas came as a result of years of consulting in change management). See figure 1.