Three Circles Consulting Ltd

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Increase your project success

Research into the patterns of project variance (deviation from initial plans) across the biomedical sector has identified four recurring root causes. 

 

A recently published discussion paper presents the interim findings of the research, highlights the actual impacts of the variances and presents a research led model to increase your project success.

 

The research involved senior executives from seventeen organisations within the biomedical sector with experience of project decision making, sponsorship or leadership roles. Projects examined ranged from process improvements, transfer of manufacturing site, through new product development and new facility builds to IT system implementations at local and multiple site levels.

 

A thorough analysis of the research data revealed four distinct sets of root causes.



 

The People set was by far the largest set of recurring causes of variance. Significant overlaps were observed between this and each of the other three sets.

The paper describes the key causes of variance in each set, uses examples to illustrate their effects and provides salient quotes to describe the impacts felt by organisations.


 

The Significance of Variance

Variances can have a catastrophic effect on both a project and the organisation. The impacts of project variances include;

Result of variance

Impact range

 Incurring unforeseen and un-budgeted costs to achieve project objectives

 £00,000's - £0,000,000's

 Delays in achieving the expected benefits

 Delays of 3 months – 2 years

 Resource costs escalate

 Failure to deliver the expected benefits

 High ratio of investment : return costs

 Negative impact on relationships with partner organisations

 Cancellation of development agreements,

 Project cancellation

 Destructive impact on the organisation and people when projects fail to meet expectations.

 Closure of departments

 Reputation for failing to deliver

 


Conclusions

Minimising and managing variance are key to delivering projects that satisfy customer expectations, within known time periods and costs.

Where projects are successful and low levels of variance observed, four domains were evident. To avoid the impacts detailed above, these discrete areas should be considered in the set up and running of any project. The discussion paper describes several practical measures that can be applied to gauge and reduce project vulnerability to the causes of variance.

 

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  • To download your PDF of the discussion paper, click here (opens a new window).
  • To download a PDF of this Executive Summary, click here (opens a new window).

 

 

Would you like to find out more?

If you would like to explore;

  • Practical application of the results,
  • Using the measures described in this paper to assess project vulnerability, or
  • An in-depth, objective assessment of a specific project, to identify vulnerabilities in four domains,

contact Matthew Theobald on +44 (0)1270 61 86 93 or via email at This e-mail address is being protected from spambots. You need JavaScript enabled to view it for an initial, no obligation and confidential discussion.