When projects are about to fail, conflicts increase, goals are not achieved, dissatisfaction becomes too great or the performance is no longer right, a :nabled project analysis finds the causes. Based on this concrete measures can be derived to get the project back on track.
Almost every project has crises. In a crisis, the first thing to do is to define the curent standpoint: Where does the project stand and what are the views of the participants and stakeholders. The biggest issue in project crises is usually not the actual problem, but a lack of transparency and poor communication.
This is exactly where :nabled supports and provides the necessary transparency and a basis for communication. Using the determined point of view, the causes of the crisis can be determined and eliminated in a structured way. A crisis thus becomes an opportunity.
For a project analysis, all project members and key stakeholders are invited to give their individual view of the project. The analysis is mainly done by personal assessments with questions that will provide the objective project status. In addition, further detailed questions are asked to determine the different views more precisely.
An overall image is generated from the different views. The overall image shows the project state as a benchmark. An average well positioned project has a benchmark of 70-80%. The analysis of the project score provides a reference value to compare the status with other projects, both internally and in industry comparison.
For customer projects, the Project Score can also be used as an objective quality reference, especially if the customer also participates in the analysis.
Another essential report is the project radar. It shows in detail the assessment of all project participants across all success dimensions. Here, the strengths and weaknesses of the project can be seen at a glance. In addition to the overall assessment, the report also shows the convergence. This is a key indicator of the uniformity of the views of all participants. The lower the value, the more diverse the views.
The causes of low convergence are usually communication deficits, differing opinions, differing levels of knowledge or the formation of groups in the project. A more detailed analysis can be used to find the core problems in the project.
The measures for concrete improvement are identified in the detailed analysis. Here, every aspect of the project is examined in detail. Ideally, this analysis takes place in a selected circle of project participants and project stakeholders in the form of an evaluation meeting lasting approximately two to four hours. Open questions are used to deeply analyze the determined status and define concrete measures. The tool provides concrete suggestions for measures. In addition, you can define your own measures.
We have developed the SPACE project analysis template for the analysis of agile projects. The template defines 17 success factors and provides over 150 predefined measures for project improvement. Like any of our templates, the SPACE project analysis template can be customized. It can be used for internal or external customers and the success factors can be selected individually.
Market: We know our market environment.
Customer: We understand our customers.
Sponsor: We have a project sponsor who supports us.
Leadership: We are well organized.
Team: We are a competent, integrated team.
Members: Everyone can contribute with all skills to the maximum.
Target setting: We have clear, strategic goals and pursue them.
Self-criticism: We work self-critically.
Efficiency: We are efficient and avoid waste.
Build: We continuously create value for our customers.
Measure: We measure the success of our work.
Learning: We learn from the results of our work.
Following up: We make sure that problems are solved.
Opening: We open ourselves to the outside world and use third-party services.
Partners: We are well connected.
Expand: We know why we are growing and expanding.
Grow: We are in control of our growth.
The diagram shows the 17 success factors that are analyzed with the template. The success factors are organized in 5 groups. For each success factor, its objective is given.
The results of the project analysis are detailed reports that describe the project status in detail and a concrete list of measures for project improvement. All measures can be assigned to responsible persons and optionally transferred to the company's task management system. With the defined measures, projects can be led out of the crisis in a structured manner. With the help of the analysis, organizational problems can be identified in addition to project-internal potentials, thus improving not only the project, but also the project environment.
We recommend a re-assessment after the implementation of the measures. The re-assessment shows how well the measures have worked. Successes thus become objectively measurable.
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