Here's how you can prevent failure in enterprise software projects.

Write down the WHY, the WHAT and the WHEN before you start the project: 1. Why are we doing this project in the first place, what is wrong with our current system. 2. What does my current system not do that is now important, critical for the business 3. Value delayed, is value denied. So be honest and wow down ideally by when you want your project to be successfully complete.

Goals can be referred to as requirements. Ensure you capture both explicit and implicit requirements. Also capture the acceptance criteria unambiguously. Do proof of concept projects to clarify requirements that need clarity or verification before committing to deliver

You need to simplify! Ask yourself why did we decide to spend money on this software. What did we convince our financial approvers what we were going to gain! That’s what they will measure you at. They will tell you whether you are successful. So if you’re just starting the process think of that outcome. If you set an initial goal that says I will be more efficient(everyone does) don’t forget to measure where you are today with a measuring stick you can measure yourself in the future.

Fundamental framework. 1. What can go wrong? 2. How will I know? 3. What will I d? Technical risk, resource risk, inter group coordination risk, user acceptance risk etc are some categories. Define early warning indicators and how they will be reviewed and monitored. Also clearly define the risk mitigation plan!

Unforeseen requirements can significantly impact project timelines and resources. To mitigate this, implement a rigorous change management process that includes a thorough impact assessment for any new requirements. This assessment determines the feasibility of accommodating the change within existing project constraints or identifies the necessary adjustments to scope, budget, or timeline. A change control board, with executive representation, reviews and approves all changes to ensure alignment with project objectives and organizational priorities.

Everything and anything can go wrong, period! Develop you plan to the detail that allows you to step out of the plan and then step back in without disruption. Example: 1. I have to pee 2. Go to bathroom 3. Open door 4. Do my thing, flush 5. Wash hands 6. Back to priority work! Reality 1. I have to pee 2. Cleaning Sign blocking bathroom 3. Go to backup plan a. Pee pants b. Go home c. Find alternate bathroom 4. Select plan C go to next floor execute previous steps 2 thru 6 and move on to step 7. So always have a plan the allows a Plan C and then is staged to step back into original plan

Effective risk communication is crucial for project success. Undisclosed risks can create unnecessary stress, hinder problem-solving, and lead to project delays. Proactive identification and transparent escalation of risks to leadership are essential for securing timely support and mitigation strategies.

Transparency is key always. There are NO awkward conversations. If a timeline is missed ask why. If a step fails ask why. If a step is missed ask why. Thoughtful and informed course correction is a key to success. 44 years of marriage and at a nice restaurant with my wife and she looks beautiful despite having spinach stuck to her teeth and toilet paper attached to her heal. Do I engage in transparency or wait until we get home and get out of the car and discovers the toilet paper with me knowing she won’t see the spinach until she takes her makeup off. While that may be a bit embarrassing and tempting I will not let her leave the restaurant without telling.

Define standards and frameworks. Define test cases at Infra level, code level, interface level, functionality level Separate out white box testing and black box level. Clearly define the acceptance testing environment and ensure it matches production environment.

Honestly it’s about requirements. Identify them. Define them. Agree on them. Test on them and then test again. That’s it. Also don’t let yourselves/client change rules mid stream to make you fail.

Please refer to the SEI CMMI model. Quality Assurance is not about testing. It is about providing insight. “The Process and Product Quality Assurance process area supports the delivery of high-quality products and services by providing the project staff and managers at all levels with appropriate visibility into, and feedback on, processes and associated work products throughout the life of the project.”

Honestly many people are overtrained. Step back to the original user stories, personas, and requirements and start with the ‘ See Spot Run’ approach so everyone knows what day 1 looks like. Change management. Remove fear and just tell me what Monday morning looks like. After that prepare me for Tuesday. Also make sure my boss knows the difference between Monday and Tuesday.

Effective risk management is a shared responsibility involving the entire project team. While the project manager often leads the risk management process, the collective input and ownership of risks are essential for successful project outcomes. Sometimes aggressive project timelines can jeopardize project success compromising the the overall project value.