Join Bob McGannon for an in-depth discussion in this video Understanding the triple-threat leader, part of Triple-Threat Project Management.
Let's talk about the problem we're trying to solve with this whole idea of the triple threat leader. I want to tell you three stories. The first is a failure in the business analysis area. I was aware of a project where they were doing a, this team was doing a very, very large exercise at IT, and the business wanted something relatively quickly, so they built their own small database system. Very, very informal access database sort of a thing. And four months down the line when their using this access database on an ongoing manner really integrated into their day to day business they had an IT failure.
The business then got all upset because they could not recover the information up to the minute. Their expectation of the technology team was that if they did an IT system, it would be recoverable up to the minute. That sort of a quick and dirty solution doesn't have that characteristic to it. There was no discussion of the business objectives that said, if you're going to put this in place even if it's quick and dirty that it's going to have all the capabilities that a normal IT system would have.
So there was no discussion about business analysis and what was really needed, okay? Second aspect that I want to talk about is, different project, different scenario, but this is a failure in the project management piece of this continuum. In this story, you had a very, very well crafted business analysis exercise. They did their as is, they did their to be, they knew what they wanted in terms of the end game. But what happened in the middle during the project was a conflict that was never resolved.
So picture this. You have got a marketing manager saying if we spend 30% more and get 50% more sales on a product that's a good thing. But you also have the chief financial officer who's being measured on no increases in cost across the business. So the poor project manager is stuck between the marketing manager saying let's do these things which are ultimately going to cost more but we're going to get more revenue and the chief financial officer who's ultimately saying, wait, wait, wait, wait, wait, we can't spend anything anymore on this even if we're getting anymore output.
Some poor project manager was just going like a ping pong ball between these two senior managers, right. The project never happened because the argument that should have occurred between those two parties, never occurred. So the project failed in that case. Third story you might take a look at is a very simple exercise where the change management, the value management on this end of the continuum, never happened. Really good business analysis. These are all of the things that we could use.
This is, this would all add to our business exercise, a project built a wonderfully elegant system and new business processes, but there was never training on this end, on the change management end. There was never a real good approach to how you were going to change people's perception as to what processes they should use and how to use the new processes. In the end, six months after this whole thing went into place, only 24% of what was envisioned here and built here in an IT system was actually being used over here.
You didn't engage in the change management to ultimately make this part of their everyday life at work. So we've got three stories here. You can have a significant oops, if you will, a significant failure in any one of these three stages. The triple threat leader is going to look through this whole exercise and make sure that there is a flow of tasks, and there is a flow of objectives that take us from that idea to the full realization of that idea on the other end of the continuum.