Whether or not it’s dumb is not for me to determine, but you probably have some preconceived notions that are potentially flawed, especially if you work in the field of Business Intelligence (BI), sometimes referred to as Data Warehousing (DW or DWH). ), but more accurately represented as decision support systems (DSS). The almost ubiquitous and often indiscriminate popularity, possibly due to equal parts misconception and hype, of PRINCE2 as the project management methodology of choice seems to indicate an almost blind faith in PRINCE2 as the answer to all prayers. Quite a few organizational decision makers insist on using PRINCE2 as the basis for implementing projects. I’ll show you why this is a fatal decision with potentially catastrophic implications.
BACKGROUND
At the high end, the International Project Management Association (IPMA) controls international standards. They are then administered through various national bodies through their respective BoK (Body of Knowledge). It is often claimed that if project managers do not work within the defining parameters of the Bok, they are not actually managing projects; no matter how successful your efforts are!
One of the national bodies is the British Association for Project Management (APM), under which you will find industry-specific models, as well as PRINCE2, which is an acronym for public relationsobject management IN againstrolled up meenvironments (PRINCE). You’d think the name would just make people tremble with fear, but it doesn’t. Instead, they throw caution to the wind and ride the wave; only to find himself waking up with a thunderous headache at the bottom of the sea. Didn’t you notice the part where it said reviewed Environments? Okay, enough of the sarcasm, but DSS is anything target reviewed; it is rather an indomitable beast that perpetually mutates into a blur of hope that represents a path that is sure to be virgin territory for your organization.
More specifically, PRINCE2 was started to governmental implementation of projects in Information Technology (IT) and controlled environments. Is a alternative – it is not a complementary methodology to, for example, BS 6079 (British Standard 6079), which is a generic benchmark just like ISO 10006, etc.
THE DILEMMA OF A METHODOLOGY
The methodologies, and PRINCE2 is no exception, can be seen as falling somewhere on a continuum of being 100% strict (following the letter of the law) and 100% lax (eat as much as you can…with your eyes bandaged). That is an inherent problem with none methodology, that is, if they are too rigorous, they stifle implementation; if they are too lax… then why do we need them?
critical misconceptions
Below is a list of the key misconceptions surrounding the PRINCE2 methodology as applied to DSS (or BI) projects:
- process galore: DSS is, like PRINCE2, process oriented and therefore many people mistakenly conclude that they go well together. Nothing could be further from the truth, and it may well be the most misunderstood factor. Is it true that both PRINCE2 and DSS are process based? Yes, that’s true, but they represent two. completely different paradigms. One is a project management methodology and the other is a system for implementing strategic business solutions. One implements projects based on 40 separate activities grouped into seven different processes, the other implements strategic business solutions that take – AS INPUT – business processes (of transactional systems). The people promoting PRINCE2 are most likely very capable people, but they may not fully realize the nature of the beast (DSS)!
- Project management as a discipline.: Isn’t it true that both PRINCE2 projects and DSS projects are projects? Hopefully, you didn’t expect me to answer ‘no’ to this one. Yes, of course that’s true, but just like you should never apply PRINCE2 to, say, a construction project, you should refrain from applying PRINCE2 to DSS. Why PRINCE2 is not a feasible methodology for a construction project? If you have found a way to tame nature (that is, to control him), then you should share it with the world. If not, it may be time to recognize that one size doesn’t always fit all. Also, it’s important to note that PRINCE2 works more or less solely on bureaucratic organizations Surely you, or someone out there, could argue that a kangaroo is the same as a human being in that they are both mammals. However, I would cautiously argue that the nature of the two is not pretty the same. It’s a completely different kind of animal!
- transaction against Analytical(or DSS or BI or DW…don’t you love it when people keep changing names, only to find out they mean the same thing?!): You can split IT into two different worlds, one is based on transactional systems (eg Billing, Order, etc.) and the other is your DSS (Data Warehouse, Business Intelligence). They are conceptually opposite and very often, but not necessarily, physically separate. All transactional systems are also process oriented. Order management, for example, is definitely a process. To cut a long story short, and as stated above: the process-oriented nature of PRINCE2 as a project management methodology is a completely different paradigm than the process-oriented nature of DSS. You can apply DSS functionality to a transactional system. Often these are referred to as OLTP (EITHERnotLine youtransactional Pprocessing)… I just think it’s a questionable acronym – DSS systems are not often online? You can even apply transactional functionality to a DSS anyway, though you have to be very careful about it. The DSS system is being fed by transactional systems (in the plural!), hence the expression Enterprise Data Warehouse or Enterprise Business Intelligence. Here, we’ll refer to it as a DSS… I know you love acronyms!
- All for one and one for all: While it is possible to choose to create a DSS for a single transactional system, it is architecturally and strategically flawed and conceptually absurd. Assume a DSS to run via multiple transactional systems, and certainly across multiple business processes (note: often a transactional system represents a business process). Whether the transactional systems are created by the same vendor (for example, a set of products divided into modules) is irrelevant. Think of it as business processes represented by any number of transactional systems. The key is the underlying business processes In spite of The self-proclaimed supremacy of any provider!
- IT Phone Home: Whatever kind of technology you can or can’t buy is something that any of your competitors can easily buy too, so relying on technology is a bit like falling asleep on a three-legged stool… Some point! It’s easy, and very tempting, to fall into the trap of viewing a DSS solution as an IT solution: after all, everyone’s DSS is based on IT, isn’t it? Sure, and also writing this article on my computer!
A STRATEGIC BUSINESS SOLUTION
A project to implement DSS solutions should be viewed as implementing changes to ensure execution of strategic business solutions. Therefore, it is implied that such DSS are, by their very nature, business-like. However, it does not imply that you cannot develop something locally (ie, in a department or division); sometimes, though not very often, it even makes sense, as long as it’s aligned with overall and company-wide strategic plans and architecture. Too often, it’s seen as just another IT project: a misnomer of such proportions that it should make entire organizations blush. Instead, it leaves them crying…from the pain of long, expensive and ineffective management!
TIPS FOR YOUR VICES
Completing a project, none project is a daunting task. Also, successfully completing a DSS project could be considered an art form; dominated by a surprisingly small number of organizations, so here are a couple of tips to help you along the way:
What separates a novice from a master is that a true artist knows than Steal!
Dealing with DSS is like looking through a drug kaleidoscope; Dealing with transactional systems is like looking at a wall… once in a while, the wall needs to be repainted, but then it’s as good as new. So isn’t the “wall” necessary, you may ask? Of course; of course it is, but you don’t need to look at it all the time!