Comments on: The infamous change triangle (4) http://www.valuedeliverymanagement.com/blog/2009/06/the-infamous-change-triangle-4/ How to deliver more projects and more value in less time and for less cost Wed, 18 Aug 2010 04:09:12 +0000 http://wordpress.org/?v=2.9.2 hourly 1 By: Jed Simms http://www.valuedeliverymanagement.com/blog/2009/06/the-infamous-change-triangle-4/comment-page-1/#comment-203 Jed Simms Fri, 05 Jun 2009 06:09:46 +0000 http://www.valuedeliverymanagement.com/blog/?p=382#comment-203 Thanks Marc I agree that too often on software projects "change management" is relegated to getting people familiar with and able to use the software, full stop. Then we wonder why we don't get the value! My earlier worldwide research into the drivers and destroyers of project delivery success found that 'change management' was universally the worst performed dimension of project delivery. Now we know why JED Thanks Marc
I agree that too often on software projects “change management” is relegated to getting people familiar with and able to use the software, full stop. Then we wonder why we don’t get the value!

My earlier worldwide research into the drivers and destroyers of project delivery success found that ‘change management’ was universally the worst performed dimension of project delivery. Now we know why
JED

]]> By: Marc Lachance http://www.valuedeliverymanagement.com/blog/2009/06/the-infamous-change-triangle-4/comment-page-1/#comment-201 Marc Lachance Thu, 04 Jun 2009 12:07:25 +0000 http://www.valuedeliverymanagement.com/blog/?p=382#comment-201 I have managed by the people, process, technology triangle for some time. Although many people talk about it, there still does not seem to be enough emphasis on people and process in most software projects. As we focus on people and process, the organizational structure and roles and responsibilities naturally come out. The culture and learning requirements also become critical. Too much emphasis is placed on fire hose training. In change projects, executive buy in is identified as a key issue. This is simply an issue of goal or strategy and communication. If the executive has not defined and communicated the strategy, the project will encounter problems. I like your diagram. It brings all of the elements into focus in a very simple diagram. I have managed by the people, process, technology triangle for some time. Although many people talk about it, there still does not seem to be enough emphasis on people and process in most software projects.
As we focus on people and process, the organizational structure and roles and responsibilities naturally come out. The culture and learning requirements also become critical. Too much emphasis is placed on fire hose training.
In change projects, executive buy in is identified as a key issue. This is simply an issue of goal or strategy and communication. If the executive has not defined and communicated the strategy, the project will encounter problems.
I like your diagram. It brings all of the elements into focus in a very simple diagram.

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