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Yellowpost #15 | May 2016 Fail and Learn
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Tip: Check out the website for 10 tips from Hans Mulder how to make your IT projects succeed!
Go to yellowstar.com/be-succesful
Yellowpost#15 | May 2016
Follow us
yellowstar.com
Yellowstar SolutionsBarendrecht Utrecht
Yellowstar Solutions GmbHKöln, Deutschland
Successful
Meet us Scrum vs. Traditional
Locations
‘‘Success is extremely dangerous.’’ “ Big scale IT projects have a high chance of failure. The project is stopped prematurely and/or the
system has not been implemented. Failed IT projects
are usually caused by a human error. In only 2% of
the cases it is due to the technology involved. Then
there are the contested projects that are either
overdue, too expensive or achieve less than it was
agreed upon. Successful projects are the benchmark,
this means you need to deliver on time what was
agreed upon within budget. However, success can
be very dangerous.” This is the world according to
Hans Mulder, an authority in IT whom the
parliamentary commission consulting if they want
insight into failed government IT projects.
Hans Mulders is affi liated with the Standish Group in Boston and has been collecting results of small, medium and big scale IT projects since 1994. By now the number is about 80,000 projects; 60% from North America, a quarter from Europe and the remainder from Asia, Africa and Australia. Each year, the database increases with about 6,000 projects.
“ My research into IT project failure is focused on the period from 2004 until now, which translates to approximately 50,000 projects. It for instance shows that bigger scale projects, totalling more than a million dollar in labour costs, fail more often than smaller scale projects, because the complexity exceeds the organisational capabilities of those involved. Smaller scale projects are easier to manage, the risks are lower, and in a team of a maximum of 5 to 7 people the lines of communication are short. Projects are part of a transparent process with concurrent ‘stepping stones’. They are implemented immediately and tested by users who provide feedback that will be implemented in the next phase.”
Fail, but fail quickly.
“ Recent studies show that success is very dangerous. Successful projects are projects that are delivered within budget and on time, and meet all demands dictated beforehand. The manager gets a pat on the back and a bonus. Many managers are afraid to fail and will therefore paint by numbers. However, if you know beforehand what you are going to get, you will learn nothing along the way and you do not create added value to advance the company. You are not innovating, you are modernising in an old-fashioned way. It is therefore better to make mistakes and learn from them, because you can use your valuable learning experiences in the rest of the process. And that’s why you should fail, but fail quickly. There are numerous successful projects that have no added value whatsoever. It turns out that those projects that are the furthest removed from the business case create the most added value!”
Prof. Dr. Hans Mulder is director of the Viagroep in Rijswijk, research director Europe at the Standish Group, and acts as arbitrator, mediator and judicial expert in IT confl icts. He is a professor at the Antwerp Management School and advised the ICT Commission in 2014.
Fail and Learn
2016
AUG
29-31ONS
Stavanger, Norway
2016
OCT
5ORTEC
PlandagAmersfoort
NT DAGENRotterdam
2016
JUN
8-9
2016
NOV
2-3ICT and
LogisticsUtrecht
220_0035_Yellowpost_Nr15_ENG.indd 2 06-06-16 15:10
Win or learn, never lose!Before, you used to dread progressive insight in a project, now it has become your critical success factor! Before, you aimed to get at as little updates as possible, now the more the better. In the words of IT expert Hans Mulder: software does not wear down because of using it but because of changing consumer demands and new technologies. We are moving towards evolutionary systems and organisati-ons. From static to dynamic, from unchangeable targets to fl exi le adjust ents ro routine to continuous learnin from individual experts to team players, from big to small, from long-term to short cycles, from chasing success to creating value. Getting results with less risk! Recently, I was moved by the words of Nelson Mandela: I never lose, I either win or learn.
I could not have said it better myself. I hope you can learn something from the people that contributed to this newsletter.
Frank Erftemeijer
CEO Yellowstar
Cooperation
Review
‘‘ When I was visiting a customer, I met the Yellowstar
people and we started talking. I immediately felt that
we understood each other”, says Robert van Breugel,
director Fast Forward Freight (FFF) located at
Schiphol Airport. FFF is a global supplier of parts for
aviation shipping o shore an in ustr . “ ne ee before the start of an IT-project, we switched to
Yellowstar.” This is what I call ‘agile’ with room for
progressive insight and chance.
‘‘ Not only do we share our vision on supply chain visibility, but on the working method as well. It is called agile or SCRUM. We call it KISS: Keep It Simple Stupid. It boils down to the same thing: big results are achieved together in a short time with small steps. We start with clear targets and a long-term vision, which we question continuously and adjust as we go along. Using ‘trial and error’ you keep improving, modernising and innovating.”
ur coorperation with ellowstar i ediatel too o because we had such a good match. This meant we were able to develop much quicker. Star Connect has enabled us to achieve a great deal over the past 6 months. We ha e now reached a le el o fl exi ilit that ena les us to take delivery of unannounced goods at the warehouse immediately and without problems. Our warehouse starts shipping even before the orders and all information have been entered correctly into the system. That saves us a lot of time. Every minute counts when a plane is grounded, a ship is moored, or an assembly line shuts down because of a defective part. Together with us, Yellowstar has optimised the process in such a way that goods do not pass through a hundred pair of hands and complex, time-consuming actions are avoided. And this is just the beginning!”
Cooperation between Yellowstar
and Fast Forward Freight
Review of research results of ICT & Logistics 2015
How many emails will you send in 2016? Like last year, Yellowstar conducted an inquiry into
chain transparency and integration among visitors to
I T ogistics . t rst glance not uch see s to be happening in the world of logistics. Among those
questioned, 94% recognise that sharing information
leads to improvements within the company. 84%,
versus 63% in 2014, appear to share information by
email! Like we’re selling typewriters, and more and
more people keep grabbing the hammer and chisel.
There is movement, but in the wrong direction!
The need to share information with chain partners is growing. Demand for information on freight, planning and nancial
issues is growing and accelerating at the same time. It turns out that ‘management by walking around’, the so-called ‘Adidas-network’ where you run around putting documents in employees’ trays, has been replaced by ‘management by emailing around’. Email is an extremely unstructured, error-prone and labour-intensive method for sharing information that leads to adhocracy. “Ping! ah look another email.’ Person to person communication that
fl ows onl ac and forth in the chain and not through the chain. You might as well use pneumatic tube mail. It is so much more convenient than email. The ‘attachments’ are already in there, so you don’t need to print them! Because we really wouldn’t want to go back to the carrier pigeon. That’s so 1830!
Warning:Contains shocking information!
“ We are more fl exible now and that means we can add more value to shipments and we can grow faster.”Robert van Breugel
Financial Director
The need to share
error’ you keep improving, modernising and innovating.”
Once you take the step, you cannot imagine how you ever managed without. The age of the typewriter and Tipp-Ex is inconceivable nowadays. This e-mail explosion needs to be replaced by ‘man to machine’ and ‘machine to machine’ communication, with alerts pointing out escalations and exceptions beforehand. If it works, it no longer requires your attention. This results in a predictable logistics chain and this is also the goal Yellowstar aims to achieve. Research shows that this is what you want and it is possible, so do it!
Do you share information with your customers?
Do you share information with
your customers?
How do you share information with your customers?
Tip: Check out the website for the ‘Dirty Dozen’ that are used by FFF enabling people in the organisation to excel and help others excel.
Read more at yellowstar.com/kiss-and-fl y
220_0035_Yellowpost_Nr15_ENG.indd 1 06-06-16 15:10
Win or learn, never lose!Before, you used to dread progressive insight in a project, now it has become your critical success factor! Before, you aimed to get at as little updates as possible, now the more the better. In the words of IT expert Hans Mulder: software does not wear down because of using it but because of changing consumer demands and new technologies. We are moving towards evolutionary systems and organisati-ons. From static to dynamic, from unchangeable targets to fl exi le adjust ents ro routine to continuous learnin from individual experts to team players, from big to small, from long-term to short cycles, from chasing success to creating value. Getting results with less risk! Recently, I was moved by the words of Nelson Mandela: I never lose, I either win or learn.
I could not have said it better myself. I hope you can learn something from the people that contributed to this newsletter.
Frank Erftemeijer
CEO Yellowstar
Cooperation
Review
‘‘ When I was visiting a customer, I met the Yellowstar
people and we started talking. I immediately felt that
we understood each other”, says Robert van Breugel,
director Fast Forward Freight (FFF) located at
Schiphol Airport. FFF is a global supplier of parts for
aviation shipping o shore an in ustr . “ ne ee before the start of an IT-project, we switched to
Yellowstar.” This is what I call ‘agile’ with room for
progressive insight and chance.
‘‘ Not only do we share our vision on supply chain visibility, but on the working method as well. It is called agile or SCRUM. We call it KISS: Keep It Simple Stupid. It boils down to the same thing: big results are achieved together in a short time with small steps. We start with clear targets and a long-term vision, which we question continuously and adjust as we go along. Using ‘trial and error’ you keep improving, modernising and innovating.”
ur coorperation with ellowstar i ediatel too o because we had such a good match. This meant we were able to develop much quicker. Star Connect has enabled us to achieve a great deal over the past 6 months. We ha e now reached a le el o fl exi ilit that ena les us to take delivery of unannounced goods at the warehouse immediately and without problems. Our warehouse starts shipping even before the orders and all information have been entered correctly into the system. That saves us a lot of time. Every minute counts when a plane is grounded, a ship is moored, or an assembly line shuts down because of a defective part. Together with us, Yellowstar has optimised the process in such a way that goods do not pass through a hundred pair of hands and complex, time-consuming actions are avoided. And this is just the beginning!”
Cooperation between Yellowstar
and Fast Forward Freight
Review of research results of ICT & Logistics 2015
How many emails will you send in 2016? Like last year, Yellowstar conducted an inquiry into
chain transparency and integration among visitors to
I T ogistics . t rst glance not uch see s to be happening in the world of logistics. Among those
questioned, 94% recognise that sharing information
leads to improvements within the company. 84%,
versus 63% in 2014, appear to share information by
email! Like we’re selling typewriters, and more and
more people keep grabbing the hammer and chisel.
There is movement, but in the wrong direction!
The need to share information with chain partners is growing. Demand for information on freight, planning and nancial
issues is growing and accelerating at the same time. It turns out that ‘management by walking around’, the so-called ‘Adidas-network’ where you run around putting documents in employees’ trays, has been replaced by ‘management by emailing around’. Email is an extremely unstructured, error-prone and labour-intensive method for sharing information that leads to adhocracy. “Ping! ah look another email.’ Person to person communication that
fl ows onl ac and forth in the chain and not through the chain. You might as well use pneumatic tube mail. It is so much more convenient than email. The ‘attachments’ are already in there, so you don’t need to print them! Because we really wouldn’t want to go back to the carrier pigeon. That’s so 1830!
Warning:Contains shocking information!
“ We are more fl exible now and that means we can add more value to shipments and we can grow faster.”Robert van Breugel
Financial Director
The need to share
error’ you keep improving, modernising and innovating.”
Once you take the step, you cannot imagine how you ever managed without. The age of the typewriter and Tipp-Ex is inconceivable nowadays. This e-mail explosion needs to be replaced by ‘man to machine’ and ‘machine to machine’ communication, with alerts pointing out escalations and exceptions beforehand. If it works, it no longer requires your attention. This results in a predictable logistics chain and this is also the goal Yellowstar aims to achieve. Research shows that this is what you want and it is possible, so do it!
Do you share information with your customers?
Do you share information with
your customers?
How do you share information with your customers?
Tip: Check out the website for the ‘Dirty Dozen’ that are used by FFF enabling people in the organisation to excel and help others excel.
Read more at yellowstar.com/kiss-and-fl y
220_0035_Yellowpost_Nr15_ENG.indd 1 06-06-16 15:10
Win or learn, never lose!Before, you used to dread progressive insight in a project, now it has become your critical success factor! Before, you aimed to get at as little updates as possible, now the more the better. In the words of IT expert Hans Mulder: software does not wear down because of using it but because of changing consumer demands and new technologies. We are moving towards evolutionary systems and organisati-ons. From static to dynamic, from unchangeable targets to fl exi le adjust ents ro routine to continuous learnin from individual experts to team players, from big to small, from long-term to short cycles, from chasing success to creating value. Getting results with less risk! Recently, I was moved by the words of Nelson Mandela: I never lose, I either win or learn.
I could not have said it better myself. I hope you can learn something from the people that contributed to this newsletter.
Frank Erftemeijer
CEO Yellowstar
Cooperation
Review
‘‘ When I was visiting a customer, I met the Yellowstar
people and we started talking. I immediately felt that
we understood each other”, says Robert van Breugel,
director Fast Forward Freight (FFF) located at
Schiphol Airport. FFF is a global supplier of parts for
aviation shipping o shore an in ustr . “ ne ee before the start of an IT-project, we switched to
Yellowstar.” This is what I call ‘agile’ with room for
progressive insight and chance.
‘‘ Not only do we share our vision on supply chain visibility, but on the working method as well. It is called agile or SCRUM. We call it KISS: Keep It Simple Stupid. It boils down to the same thing: big results are achieved together in a short time with small steps. We start with clear targets and a long-term vision, which we question continuously and adjust as we go along. Using ‘trial and error’ you keep improving, modernising and innovating.”
ur coorperation with ellowstar i ediatel too o because we had such a good match. This meant we were able to develop much quicker. Star Connect has enabled us to achieve a great deal over the past 6 months. We ha e now reached a le el o fl exi ilit that ena les us to take delivery of unannounced goods at the warehouse immediately and without problems. Our warehouse starts shipping even before the orders and all information have been entered correctly into the system. That saves us a lot of time. Every minute counts when a plane is grounded, a ship is moored, or an assembly line shuts down because of a defective part. Together with us, Yellowstar has optimised the process in such a way that goods do not pass through a hundred pair of hands and complex, time-consuming actions are avoided. And this is just the beginning!”
Cooperation between Yellowstar
and Fast Forward Freight
Review of research results of ICT & Logistics 2015
How many emails will you send in 2016? Like last year, Yellowstar conducted an inquiry into
chain transparency and integration among visitors to
I T ogistics . t rst glance not uch see s to be happening in the world of logistics. Among those
questioned, 94% recognise that sharing information
leads to improvements within the company. 84%,
versus 63% in 2014, appear to share information by
email! Like we’re selling typewriters, and more and
more people keep grabbing the hammer and chisel.
There is movement, but in the wrong direction!
The need to share information with chain partners is growing. Demand for information on freight, planning and nancial
issues is growing and accelerating at the same time. It turns out that ‘management by walking around’, the so-called ‘Adidas-network’ where you run around putting documents in employees’ trays, has been replaced by ‘management by emailing around’. Email is an extremely unstructured, error-prone and labour-intensive method for sharing information that leads to adhocracy. “Ping! ah look another email.’ Person to person communication that
fl ows onl ac and forth in the chain and not through the chain. You might as well use pneumatic tube mail. It is so much more convenient than email. The ‘attachments’ are already in there, so you don’t need to print them! Because we really wouldn’t want to go back to the carrier pigeon. That’s so 1830!
Warning:Contains shocking information!
“ We are more fl exible now and that means we can add more value to shipments and we can grow faster.”Robert van Breugel
Financial Director
The need to share
error’ you keep improving, modernising and innovating.”
Once you take the step, you cannot imagine how you ever managed without. The age of the typewriter and Tipp-Ex is inconceivable nowadays. This e-mail explosion needs to be replaced by ‘man to machine’ and ‘machine to machine’ communication, with alerts pointing out escalations and exceptions beforehand. If it works, it no longer requires your attention. This results in a predictable logistics chain and this is also the goal Yellowstar aims to achieve. Research shows that this is what you want and it is possible, so do it!
Do you share information with your customers?
Do you share information with
your customers?
How do you share information with your customers?
Tip: Check out the website for the ‘Dirty Dozen’ that are used by FFF enabling people in the organisation to excel and help others excel.
Read more at yellowstar.com/kiss-and-fl y
220_0035_Yellowpost_Nr15_ENG.indd 1 06-06-16 15:10
Win or learn, never lose!Before, you used to dread progressive insight in a project, now it has become your critical success factor! Before, you aimed to get at as little updates as possible, now the more the better. In the words of IT expert Hans Mulder: software does not wear down because of using it but because of changing consumer demands and new technologies. We are moving towards evolutionary systems and organisati-ons. From static to dynamic, from unchangeable targets to fl exi le adjust ents ro routine to continuous learnin from individual experts to team players, from big to small, from long-term to short cycles, from chasing success to creating value. Getting results with less risk! Recently, I was moved by the words of Nelson Mandela: I never lose, I either win or learn.
I could not have said it better myself. I hope you can learn something from the people that contributed to this newsletter.
Frank Erftemeijer
CEO Yellowstar
Cooperation
Review
‘‘ When I was visiting a customer, I met the Yellowstar
people and we started talking. I immediately felt that
we understood each other”, says Robert van Breugel,
director Fast Forward Freight (FFF) located at
Schiphol Airport. FFF is a global supplier of parts for
aviation shipping o shore an in ustr . “ ne ee before the start of an IT-project, we switched to
Yellowstar.” This is what I call ‘agile’ with room for
progressive insight and chance.
‘‘ Not only do we share our vision on supply chain visibility, but on the working method as well. It is called agile or SCRUM. We call it KISS: Keep It Simple Stupid. It boils down to the same thing: big results are achieved together in a short time with small steps. We start with clear targets and a long-term vision, which we question continuously and adjust as we go along. Using ‘trial and error’ you keep improving, modernising and innovating.”
ur coorperation with ellowstar i ediatel too o because we had such a good match. This meant we were able to develop much quicker. Star Connect has enabled us to achieve a great deal over the past 6 months. We ha e now reached a le el o fl exi ilit that ena les us to take delivery of unannounced goods at the warehouse immediately and without problems. Our warehouse starts shipping even before the orders and all information have been entered correctly into the system. That saves us a lot of time. Every minute counts when a plane is grounded, a ship is moored, or an assembly line shuts down because of a defective part. Together with us, Yellowstar has optimised the process in such a way that goods do not pass through a hundred pair of hands and complex, time-consuming actions are avoided. And this is just the beginning!”
Cooperation between Yellowstar
and Fast Forward Freight
Review of research results of ICT & Logistics 2015
How many emails will you send in 2016? Like last year, Yellowstar conducted an inquiry into
chain transparency and integration among visitors to
I T ogistics . t rst glance not uch see s to be happening in the world of logistics. Among those
questioned, 94% recognise that sharing information
leads to improvements within the company. 84%,
versus 63% in 2014, appear to share information by
email! Like we’re selling typewriters, and more and
more people keep grabbing the hammer and chisel.
There is movement, but in the wrong direction!
The need to share information with chain partners is growing. Demand for information on freight, planning and nancial
issues is growing and accelerating at the same time. It turns out that ‘management by walking around’, the so-called ‘Adidas-network’ where you run around putting documents in employees’ trays, has been replaced by ‘management by emailing around’. Email is an extremely unstructured, error-prone and labour-intensive method for sharing information that leads to adhocracy. “Ping! ah look another email.’ Person to person communication that
fl ows onl ac and forth in the chain and not through the chain. You might as well use pneumatic tube mail. It is so much more convenient than email. The ‘attachments’ are already in there, so you don’t need to print them! Because we really wouldn’t want to go back to the carrier pigeon. That’s so 1830!
Warning:Contains shocking information!
“ We are more fl exible now and that means we can add more value to shipments and we can grow faster.”Robert van Breugel
Financial Director
The need to share
error’ you keep improving, modernising and innovating.”
Once you take the step, you cannot imagine how you ever managed without. The age of the typewriter and Tipp-Ex is inconceivable nowadays. This e-mail explosion needs to be replaced by ‘man to machine’ and ‘machine to machine’ communication, with alerts pointing out escalations and exceptions beforehand. If it works, it no longer requires your attention. This results in a predictable logistics chain and this is also the goal Yellowstar aims to achieve. Research shows that this is what you want and it is possible, so do it!
Do you share information with your customers?
Do you share information with
your customers?
How do you share information with your customers?
Tip: Check out the website for the ‘Dirty Dozen’ that are used by FFF enabling people in the organisation to excel and help others excel.
Read more at yellowstar.com/kiss-and-fl y
220_0035_Yellowpost_Nr15_ENG.indd 1 06-06-16 15:10
Win or learn, never lose!Before, you used to dread progressive insight in a project, now it has become your critical success factor! Before, you aimed to get at as little updates as possible, now the more the better. In the words of IT expert Hans Mulder: software does not wear down because of using it but because of changing consumer demands and new technologies. We are moving towards evolutionary systems and organisati-ons. From static to dynamic, from unchangeable targets to fl exi le adjust ents ro routine to continuous learnin from individual experts to team players, from big to small, from long-term to short cycles, from chasing success to creating value. Getting results with less risk! Recently, I was moved by the words of Nelson Mandela: I never lose, I either win or learn.
I could not have said it better myself. I hope you can learn something from the people that contributed to this newsletter.
Frank Erftemeijer
CEO Yellowstar
Cooperation
Review
‘‘ When I was visiting a customer, I met the Yellowstar
people and we started talking. I immediately felt that
we understood each other”, says Robert van Breugel,
director Fast Forward Freight (FFF) located at
Schiphol Airport. FFF is a global supplier of parts for
aviation shipping o shore an in ustr . “ ne ee before the start of an IT-project, we switched to
Yellowstar.” This is what I call ‘agile’ with room for
progressive insight and chance.
‘‘ Not only do we share our vision on supply chain visibility, but on the working method as well. It is called agile or SCRUM. We call it KISS: Keep It Simple Stupid. It boils down to the same thing: big results are achieved together in a short time with small steps. We start with clear targets and a long-term vision, which we question continuously and adjust as we go along. Using ‘trial and error’ you keep improving, modernising and innovating.”
ur coorperation with ellowstar i ediatel too o because we had such a good match. This meant we were able to develop much quicker. Star Connect has enabled us to achieve a great deal over the past 6 months. We ha e now reached a le el o fl exi ilit that ena les us to take delivery of unannounced goods at the warehouse immediately and without problems. Our warehouse starts shipping even before the orders and all information have been entered correctly into the system. That saves us a lot of time. Every minute counts when a plane is grounded, a ship is moored, or an assembly line shuts down because of a defective part. Together with us, Yellowstar has optimised the process in such a way that goods do not pass through a hundred pair of hands and complex, time-consuming actions are avoided. And this is just the beginning!”
Cooperation between Yellowstar
and Fast Forward Freight
Review of research results of ICT & Logistics 2015
How many emails will you send in 2016? Like last year, Yellowstar conducted an inquiry into
chain transparency and integration among visitors to
I T ogistics . t rst glance not uch see s to be happening in the world of logistics. Among those
questioned, 94% recognise that sharing information
leads to improvements within the company. 84%,
versus 63% in 2014, appear to share information by
email! Like we’re selling typewriters, and more and
more people keep grabbing the hammer and chisel.
There is movement, but in the wrong direction!
The need to share information with chain partners is growing. Demand for information on freight, planning and nancial
issues is growing and accelerating at the same time. It turns out that ‘management by walking around’, the so-called ‘Adidas-network’ where you run around putting documents in employees’ trays, has been replaced by ‘management by emailing around’. Email is an extremely unstructured, error-prone and labour-intensive method for sharing information that leads to adhocracy. “Ping! ah look another email.’ Person to person communication that
fl ows onl ac and forth in the chain and not through the chain. You might as well use pneumatic tube mail. It is so much more convenient than email. The ‘attachments’ are already in there, so you don’t need to print them! Because we really wouldn’t want to go back to the carrier pigeon. That’s so 1830!
Warning:Contains shocking information!
“ We are more fl exible now and that means we can add more value to shipments and we can grow faster.”Robert van Breugel
Financial Director
The need to share
error’ you keep improving, modernising and innovating.”
Once you take the step, you cannot imagine how you ever managed without. The age of the typewriter and Tipp-Ex is inconceivable nowadays. This e-mail explosion needs to be replaced by ‘man to machine’ and ‘machine to machine’ communication, with alerts pointing out escalations and exceptions beforehand. If it works, it no longer requires your attention. This results in a predictable logistics chain and this is also the goal Yellowstar aims to achieve. Research shows that this is what you want and it is possible, so do it!
Do you share information with your customers?
Do you share information with
your customers?
How do you share information with your customers?
Tip: Check out the website for the ‘Dirty Dozen’ that are used by FFF enabling people in the organisation to excel and help others excel.
Read more at yellowstar.com/kiss-and-fl y
220_0035_Yellowpost_Nr15_ENG.indd 1 06-06-16 15:10
Tip: Check out the website for 10 tips from Hans Mulder how to make your IT projects succeed!
Go to yellowstar.com/be-succesful
Yellowpost#15 | May 2016
Follow us
yellowstar.com
Yellowstar SolutionsBarendrecht Utrecht
Yellowstar Solutions GmbHKöln, Deutschland
Successful
Meet us Scrum vs. Traditional
Locations
‘‘Success is extremely dangerous.’’ “ Big scale IT projects have a high chance of failure. The project is stopped prematurely and/or the
system has not been implemented. Failed IT projects
are usually caused by a human error. In only 2% of
the cases it is due to the technology involved. Then
there are the contested projects that are either
overdue, too expensive or achieve less than it was
agreed upon. Successful projects are the benchmark,
this means you need to deliver on time what was
agreed upon within budget. However, success can
be very dangerous.” This is the world according to
Hans Mulder, an authority in IT whom the
parliamentary commission consulting if they want
insight into failed government IT projects.
Hans Mulders is affi liated with the Standish Group in Boston and has been collecting results of small, medium and big scale IT projects since 1994. By now the number is about 80,000 projects; 60% from North America, a quarter from Europe and the remainder from Asia, Africa and Australia. Each year, the database increases with about 6,000 projects.
“ My research into IT project failure is focused on the period from 2004 until now, which translates to approximately 50,000 projects. It for instance shows that bigger scale projects, totalling more than a million dollar in labour costs, fail more often than smaller scale projects, because the complexity exceeds the organisational capabilities of those involved. Smaller scale projects are easier to manage, the risks are lower, and in a team of a maximum of 5 to 7 people the lines of communication are short. Projects are part of a transparent process with concurrent ‘stepping stones’. They are implemented immediately and tested by users who provide feedback that will be implemented in the next phase.”
Fail, but fail quickly.
“ Recent studies show that success is very dangerous. Successful projects are projects that are delivered within budget and on time, and meet all demands dictated beforehand. The manager gets a pat on the back and a bonus. Many managers are afraid to fail and will therefore paint by numbers. However, if you know beforehand what you are going to get, you will learn nothing along the way and you do not create added value to advance the company. You are not innovating, you are modernising in an old-fashioned way. It is therefore better to make mistakes and learn from them, because you can use your valuable learning experiences in the rest of the process. And that’s why you should fail, but fail quickly. There are numerous successful projects that have no added value whatsoever. It turns out that those projects that are the furthest removed from the business case create the most added value!”
Prof. Dr. Hans Mulder is director of the Viagroep in Rijswijk, research director Europe at the Standish Group, and acts as arbitrator, mediator and judicial expert in IT confl icts. He is a professor at the Antwerp Management School and advised the ICT Commission in 2014.
Fail and Learn
2016
AUG
29-31ONS
Stavanger, Norway
2016
OCT
5ORTEC
PlandagAmersfoort
NT DAGENRotterdam
2016
JUN
8-9
2016
NOV
2-3ICT and
LogisticsUtrecht
220_0035_Yellowpost_Nr15_ENG.indd 2 06-06-16 15:10
Tip: Check out the website for 10 tips from Hans Mulder how to make your IT projects succeed!
Go to yellowstar.com/be-succesful
Yellowpost#15 | May 2016
Follow us
yellowstar.com
Yellowstar SolutionsBarendrecht Utrecht
Yellowstar Solutions GmbHKöln, Deutschland
Successful
Meet us Scrum vs. Traditional
Locations
‘‘Success is extremely dangerous.’’ “ Big scale IT projects have a high chance of failure. The project is stopped prematurely and/or the
system has not been implemented. Failed IT projects
are usually caused by a human error. In only 2% of
the cases it is due to the technology involved. Then
there are the contested projects that are either
overdue, too expensive or achieve less than it was
agreed upon. Successful projects are the benchmark,
this means you need to deliver on time what was
agreed upon within budget. However, success can
be very dangerous.” This is the world according to
Hans Mulder, an authority in IT whom the
parliamentary commission consulting if they want
insight into failed government IT projects.
Hans Mulders is affi liated with the Standish Group in Boston and has been collecting results of small, medium and big scale IT projects since 1994. By now the number is about 80,000 projects; 60% from North America, a quarter from Europe and the remainder from Asia, Africa and Australia. Each year, the database increases with about 6,000 projects.
“ My research into IT project failure is focused on the period from 2004 until now, which translates to approximately 50,000 projects. It for instance shows that bigger scale projects, totalling more than a million dollar in labour costs, fail more often than smaller scale projects, because the complexity exceeds the organisational capabilities of those involved. Smaller scale projects are easier to manage, the risks are lower, and in a team of a maximum of 5 to 7 people the lines of communication are short. Projects are part of a transparent process with concurrent ‘stepping stones’. They are implemented immediately and tested by users who provide feedback that will be implemented in the next phase.”
Fail, but fail quickly.
“ Recent studies show that success is very dangerous. Successful projects are projects that are delivered within budget and on time, and meet all demands dictated beforehand. The manager gets a pat on the back and a bonus. Many managers are afraid to fail and will therefore paint by numbers. However, if you know beforehand what you are going to get, you will learn nothing along the way and you do not create added value to advance the company. You are not innovating, you are modernising in an old-fashioned way. It is therefore better to make mistakes and learn from them, because you can use your valuable learning experiences in the rest of the process. And that’s why you should fail, but fail quickly. There are numerous successful projects that have no added value whatsoever. It turns out that those projects that are the furthest removed from the business case create the most added value!”
Prof. Dr. Hans Mulder is director of the Viagroep in Rijswijk, research director Europe at the Standish Group, and acts as arbitrator, mediator and judicial expert in IT confl icts. He is a professor at the Antwerp Management School and advised the ICT Commission in 2014.
Fail and Learn
2016
AUG
29-31ONS
Stavanger, Norway
2016
OCT
5ORTEC
PlandagAmersfoort
NT DAGENRotterdam
2016
JUN
8-9
2016
NOV
2-3ICT and
LogisticsUtrecht
220_0035_Yellowpost_Nr15_ENG.indd 2 06-06-16 15:10
Tip: Check out the website for 10 tips from Hans Mulder how to make your IT projects succeed!
Go to yellowstar.com/be-succesful
Yellowpost#15 | May 2016
Follow us
yellowstar.com
Yellowstar SolutionsBarendrecht Utrecht
Yellowstar Solutions GmbHKöln, Deutschland
Successful
Meet us Scrum vs. Traditional
Locations
‘‘Success is extremely dangerous.’’ “ Big scale IT projects have a high chance of failure. The project is stopped prematurely and/or the
system has not been implemented. Failed IT projects
are usually caused by a human error. In only 2% of
the cases it is due to the technology involved. Then
there are the contested projects that are either
overdue, too expensive or achieve less than it was
agreed upon. Successful projects are the benchmark,
this means you need to deliver on time what was
agreed upon within budget. However, success can
be very dangerous.” This is the world according to
Hans Mulder, an authority in IT whom the
parliamentary commission consulting if they want
insight into failed government IT projects.
Hans Mulders is affi liated with the Standish Group in Boston and has been collecting results of small, medium and big scale IT projects since 1994. By now the number is about 80,000 projects; 60% from North America, a quarter from Europe and the remainder from Asia, Africa and Australia. Each year, the database increases with about 6,000 projects.
“ My research into IT project failure is focused on the period from 2004 until now, which translates to approximately 50,000 projects. It for instance shows that bigger scale projects, totalling more than a million dollar in labour costs, fail more often than smaller scale projects, because the complexity exceeds the organisational capabilities of those involved. Smaller scale projects are easier to manage, the risks are lower, and in a team of a maximum of 5 to 7 people the lines of communication are short. Projects are part of a transparent process with concurrent ‘stepping stones’. They are implemented immediately and tested by users who provide feedback that will be implemented in the next phase.”
Fail, but fail quickly.
“ Recent studies show that success is very dangerous. Successful projects are projects that are delivered within budget and on time, and meet all demands dictated beforehand. The manager gets a pat on the back and a bonus. Many managers are afraid to fail and will therefore paint by numbers. However, if you know beforehand what you are going to get, you will learn nothing along the way and you do not create added value to advance the company. You are not innovating, you are modernising in an old-fashioned way. It is therefore better to make mistakes and learn from them, because you can use your valuable learning experiences in the rest of the process. And that’s why you should fail, but fail quickly. There are numerous successful projects that have no added value whatsoever. It turns out that those projects that are the furthest removed from the business case create the most added value!”
Prof. Dr. Hans Mulder is director of the Viagroep in Rijswijk, research director Europe at the Standish Group, and acts as arbitrator, mediator and judicial expert in IT confl icts. He is a professor at the Antwerp Management School and advised the ICT Commission in 2014.
Fail and Learn
2016
AUG
29-31ONS
Stavanger, Norway
2016
OCT
5ORTEC
PlandagAmersfoort
NT DAGENRotterdam
2016
JUN
8-9
2016
NOV
2-3ICT and
LogisticsUtrecht
220_0035_Yellowpost_Nr15_ENG.indd 2 06-06-16 15:10
Tip: Check out the website for 10 tips from Hans Mulder how to make your IT projects succeed!
Go to yellowstar.com/be-succesful
Yellowpost#15 | May 2016
Follow us
yellowstar.com
Yellowstar SolutionsBarendrecht Utrecht
Yellowstar Solutions GmbHKöln, Deutschland
Successful
Meet us Scrum vs. Traditional
Locations
‘‘Success is extremely dangerous.’’ “ Big scale IT projects have a high chance of failure. The project is stopped prematurely and/or the
system has not been implemented. Failed IT projects
are usually caused by a human error. In only 2% of
the cases it is due to the technology involved. Then
there are the contested projects that are either
overdue, too expensive or achieve less than it was
agreed upon. Successful projects are the benchmark,
this means you need to deliver on time what was
agreed upon within budget. However, success can
be very dangerous.” This is the world according to
Hans Mulder, an authority in IT whom the
parliamentary commission consulting if they want
insight into failed government IT projects.
Hans Mulders is affi liated with the Standish Group in Boston and has been collecting results of small, medium and big scale IT projects since 1994. By now the number is about 80,000 projects; 60% from North America, a quarter from Europe and the remainder from Asia, Africa and Australia. Each year, the database increases with about 6,000 projects.
“ My research into IT project failure is focused on the period from 2004 until now, which translates to approximately 50,000 projects. It for instance shows that bigger scale projects, totalling more than a million dollar in labour costs, fail more often than smaller scale projects, because the complexity exceeds the organisational capabilities of those involved. Smaller scale projects are easier to manage, the risks are lower, and in a team of a maximum of 5 to 7 people the lines of communication are short. Projects are part of a transparent process with concurrent ‘stepping stones’. They are implemented immediately and tested by users who provide feedback that will be implemented in the next phase.”
Fail, but fail quickly.
“ Recent studies show that success is very dangerous. Successful projects are projects that are delivered within budget and on time, and meet all demands dictated beforehand. The manager gets a pat on the back and a bonus. Many managers are afraid to fail and will therefore paint by numbers. However, if you know beforehand what you are going to get, you will learn nothing along the way and you do not create added value to advance the company. You are not innovating, you are modernising in an old-fashioned way. It is therefore better to make mistakes and learn from them, because you can use your valuable learning experiences in the rest of the process. And that’s why you should fail, but fail quickly. There are numerous successful projects that have no added value whatsoever. It turns out that those projects that are the furthest removed from the business case create the most added value!”
Prof. Dr. Hans Mulder is director of the Viagroep in Rijswijk, research director Europe at the Standish Group, and acts as arbitrator, mediator and judicial expert in IT confl icts. He is a professor at the Antwerp Management School and advised the ICT Commission in 2014.
Fail and Learn
2016
AUG
29-31ONS
Stavanger, Norway
2016
OCT
5ORTEC
PlandagAmersfoort
NT DAGENRotterdam
2016
JUN
8-9
2016
NOV
2-3ICT and
LogisticsUtrecht
220_0035_Yellowpost_Nr15_ENG.indd 2 06-06-16 15:10
