The truth about zombie projects
Wednesday, September 02, 2009 12:51 PM
Zombie projects are failures that won't die because they are a hassle to fix. But anyone capable of killing such a project is likely to be able to manage a complex project successfully.
Zombie projects are failures that just won't die. These monstrosities stick around because they're a hassle to fix and no one is willing to muster the effort or courage needed to do the final deed.
Although it's not a new topic, a recent post on the client k blog does advance our insight and understanding of these nasty beasts. Client k is interesting, because all her posts are written in free style verse (!); yes, it's weird, but actually does work.
Anyway, I'm reprinting the client k post in its entirety, because it's short and I don't want to break the rhythm:
Zombie Projects
I do NOT like zombie projects.
When I hear of
a project rising from the dead,
I immediately become ‘busy'
with something else
(like filing invoices or painting my toenails).
Zombie projects are rarely successful.
Why?
Because
usually
a project gets brought back to life
due to no one having a ‘better' idea.
That's not reason enough
to see a project
over the many obstacles
a normal project has to overcome.
And a zombie project
isn't a normal project.
It has many more obstacles.
This project has already failed.
No one likes to associate themselves with failure.
The second time around,
most of the people who were so enthused
the first time
are now bitter and negative.
The project team is fighting history.
It is not a new never-been-done-before project.
It is a tried-to-do-and-failed project.
Does this mean a zombie project
won't be successful?
No.
But the odds are not in its favor.
Want to be a hero in your organization? Step up and think through the issues associated with killing your local zombie. Consider the ramifications, develop a plan, gain consensus, refine your ideas, and then take action.
Stopping zombie projects is an essential skill that's hard to master, even though it may not bring either fame or glory. But, remember this: anyone capable of killing a zombie (without causing lots of collateral damage) probably also has the ability to manage a complex project successfully.
Michael Krigsman is CEO of Asuret, a software and consulting company dedicated to reducing software implementation failures. He also serves as CEO of Cambridge Publications, which specializes in developing tools and processes for software implementations and related business practice automation projects. Michael contributes to the IT Project Failures blog at ZDNet Asia's sister site, ZDNet.
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