8 Steps To Push – Your Limits

 

We’re all excellent storytellers, especially when it comes to spinning a tale about why we failed. Here’s how to stop doing that.

   

GWEN MORAN 08.02.16 5:36 AM
Sometimes, when it comes to achievement, our biggest enemy is ourselves.
“We have an infinite capacity as human beings to tell ourselves stories, and the most important one we tell ourselves is about ourselves,” says performance coach Jennifer Lea, director of client relations at Johnson & Johnson’s Human Performance Institute.
 She says there are differences between the skills that we just haven’t developed yet and the self-imposed limitations we place on ourselves through uncertainty and fear.

But how do you know the difference between a genuine (and possibly temporary) limitation and a bogus story you’re telling yourself? How do you get rid of self-imposed boundaries and break through to greater achievement? Here are eight steps to getting there.
1. LOOK OUT FOR “THEY” LANGUAGE

When your beliefs refer to an ambiguous “they,” there’s a good sign that they’re manufactured and not real. Statements like, “They’ll never give me a shot,” or, “They’re going to know I’m too young/old/inexperienced,” are good examples.
We give “them” a lot of power, says speaking and sales consultant Terri Sjodin, author of [i]Scrappy: A Little Book about Choosing to Play Big[/i]. 
Don’t assume what’s going on in others’ heads—especially of those “others” who haven’t told you directly that you’ve got a limitation, she says.
2. GET IN TOUCH WITH YOUR MOTIVATIONS

At the Human Performance Institute, the team helps people get in touch with their purpose for being by asking a series of questions:
What helps you find meaning in life?

What’s your purpose statement?

What brings you joy?

Then, she helps clients examine where they are now and where they want to be to feel fulfilled. That gives them a general direction in which to move forward, she says. She likens the process to using a GPS system. “The action is the route and, sometimes, the route is not always a straight line,” she says.
3. ACCEPT THE DISCOMFORT

Pushing forward to meet your goals is an exercise that can be filled with discomfort, Sjodin says. Avoidance because you don’t want to feel vulnerable or are afraid of rejection is simply denying yourself the potential to succeed, she says.
“Your brain is programmed for safety. As long as you’re breathing, alive, and healthy, it’s going to try to keep you that way,” she says. Once you accept—and even expect—that you’ll feel discomfort in stretching yourself and taking risks, the fear of those feelings diminishes, she says.
4. BUILD CONFIDENCE

Begin to set small goals and action items to get you toward the accomplishment you’re seeking and celebrate those small accomplishments along the way, Lea says. If you mastered a new skill, nailed a big presentation, or wrote a proposal for your next promotion, reward yourself and recognize the work you’re doing to overcome the limitations you previously put on yourself. Celebrating the small wins is critical because, even when you get to the finish line, you’re going to have new goals and aspirations, so it may never feel like enough, she says.
5. ASK FOR HELP

To gain confidence, you may need outside perspectives, training, or mentorship. Seek out the help you need to make yourself feel more confident, says coach Cathy Salit, CEO of Performance of a Lifetime and the author of Performance Breakthrough: A Radical Approach to Success at Work.
“Your brain is programmed for safety. As long as you’re breathing, alive, and healthy, it’s going to try to keep you that way.”

You may also find it useful to create a small community of people who support you in your goal quest and believe in your ability. Such a group can be immensely helpful in making you more resilient and committed, especially when you’re feeling nervous, discouraged, or vulnerable.
6. USE A LITTLE HEALTHY IMITATION

Some people advise faking it until you make it. Salit says it’s better to find a role model and engage in some healthy imitation. That’s not to say you should start dressing and acting like that person. But notice how your role model acts in meetings or how they negotiate a deal. Pick up the successful habits they have and try them on for size, Salit suggests. Eventually, you’ll adapt them to your own style, but imitation done well can help you feel more confident, she says.
7. LEARN FROM LOSSES

When you’re making a move to overcome your limitations, you will likely experience a failure or two along the way, Lea says. Scour those missteps and setbacks for lessons. What could you have done differently? What did you learn? What are the lessons you can take from the losses to make yourself better at your job and ensure they don’t happen again?
8. MAKE SOME SPACE

When you’re working hard at overcoming such beliefs, you also need to give yourself periods for resting and thinking, Lea says. By creating some “mental space,” you’ll be better able to come up with solutions to challenges and perform, she says. If you’re constantly charging through to the next thing, that determination could eventually work against you.
“It can be helpful to shift our understanding of stress as ‘training stress,’ where we stress the system for short intervals for growth. But if we can’t ever escape it, it becomes overwhelming and adds to our self-limiting beliefs,” she says.

VERY good article: Failure of IT PROJECT 

 IT Project Failure : sample cased & why

Where do we stand with IT project failure? Are success rates in the industry improving? Frankly, not really. At best, the same dreary old rates are holding steady. Let’s examine recent big-name stories and industry statistics of IT project failure in order to both understand what exactly is going on and also to find ways to buck the trend moving forward.

Recent IT Project Failures

NHS IT Projects (£5bn) at ‘High Risk’ of Failure – 2016

According to the recent updates from Health & Social Care Information Centre (HSCIC), National Health Service – UK faces a high risk of losing £5bn invested in IT projects. All the projects are presently struggling with “red” or “amber/red” status, thereby implying an unsuccessful delivery.

The HSCIC report suggests flagging of the £2.3bn CSC Local Service Provider (LSP) program, £168m NHSmail2 program, NHS Choices website, and Care.data program as these are unlikely to meet the pre-defined delivery norms. Most of these programs were originally started in 2003 or 2004 and have had an extremely troubled history since then.

IBM sued over SAP Project Disaster

IBM was slapped with a multimillion-dollar lawsuit in 2012 by chemical products manufacturer Avantor Performance Materials, which alleged that IBM lied about the suitability of an SAP-based software package it sells in order to win Avantor’s business. IBM had charged over $13 million from Avantor for a systems implementation project that was mismanaged and was unable to perform properly.

Current State of Failure Rates – IT Projects

As evident from the above scenarios, actual IT project failure rates are still looming in the dark. For instance, an annual survey (2016) of Innotas, a project management company, highlights that more than half of IT projects fail, 3 years after a similar survey displayed nearly identical findings.

In 2013, a survey from Innotas revealed that 50% of businesses measured had experienced an IT project failure within the last 12 months. Nothing much has changed in the last three years. On the contrary, according to the most recent Innotas Annual Project and Portfolio Management Survey, the numbers have increased. Fifty-five percent of 126 IT professionals interviewed between Jan’15 to Mar’15 reported a project fail, which was way above the 32% reported in 2014.

“The problem isn’t necessarily that there’s a shortage of project managers or technology tools to help organizations address these issues. It’s a problem with resource allocation and aligning those resources with business goals.”
-Tushar Patel, Senior Vice President of Marketing, Innotas

Some interesting statistics from recent studies depict this:

  • Only 64% of projects meet their goals; organizations lose $109 million for every $1 billion invested in projects and programs.
  • Average Project Success Rates:
    • 39% of all projects succeed (delivered on time, on budget, and with required features)
    • 43% are challenged (late, over budget, with fewer than the required features)
    • 18% fail (either cancelled prior to completion or delivery or never used)

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Major Contributing Factors

The largest contributor to this continuing trend of IT project failures is poor estimation that occurs during the planning phase. Apart from this, lack of executive sponsorship contributes immensely to project failures. Despite being the top driver of project success, less than 2 in 3 projects had actively engaged project sponsors. Statistics depict 68% of projects don’t have an effective project sponsor to provide clear direction or help address problems.

priyanka2The Impact of Project Failures – Time & Cost Perspective

If recent research reports are to be believed, a significant share of projects overruns their original timelines or budgets. Failing IT projects have an average cost overrun of 59% and time overrun of 74%. Such cost and time overruns have an intense effect on national economies. One estimate of IT failure rates is between 5% and 15%, which represents a cost of $50 billion to $150 billion per annum in United States.

Poor project management comes with an enormous price tag; however, the costs aren’t always just financial. For instance, the failure of the FBI’s Virtual Case File software application cost U.S. taxpayers $100 million and left the FBI with an antiquated system that jeopardized its counterterrorism efforts.

A similar scenario can be seen for IBM in 2013 when it got sued over a $1 billion project that led to it being banned by Queensland, Australia. The matter in consideration was a custom computer project that was originally supposed to cost AUS$6 million and escalated into an over-budgeted AUS$1.2 billion, thereby hampering the reputation and credibility of IBM in the said market and its capability to bag new projects or client accounts.

IT Governance – A Key to Positive Project Outcomes

Poor IT governance is likely to be one of the key causes of failure in big IT projects. Some major adverse outcomes would be increased costs due to the inefficiencies of short-term tactical IT deployments, risk of breaching data security & regulatory compliance necessities, and unproductive use of people and IT assets.

On the other hand, strong IT governance procedures provide a consistent, common language that helps create strong, long-lasting relationships, as well as build transparency into projects or processes. Listed below are some best practices offered by IT governance that are likely to deliver positive project outcomes, once implemented well:

  • Hands-on business leadership direction and sponsorship
  • Creation of a formal business case to understand the value proposition of the project
  • Assurance that projects are incremental with milestone verification
  • Adequate checkpoints and tests along the way to mitigate the risks
  • Acceptable resource allocation
  • Establishment of a change management system
  • Maintenance of excellent records, emails, instructions, and meeting notes
  • Expert independent performance verification and audits
  • Value delivery and benefits realization assurance

Conclusion

As evident from above statistics and details, IT project failures rates are still continuing the same trend as in the past. The only viable solution to counter this issue is to have a strong IT governance in place and apply sound project management disciplines and controls to ensure better success rates.

References