I'm aware that this question has some similarities to one that has already been asked but my position is slightly different I feel and therefore hopefully justifies asking for some advice.
The organisation I've recently started to work for has something of a methodology for projects, PRINCE2 is perhaps the most comparable methodology to liken it to.
Despite there being a number of checkpoints throughout their methodology e.g. initial business case for a proof of concept followed by a review of tangible benefits and in theory either shelving it, re-working it or submission of a full business case from then. Set stage checkpoints where the project should be reviewed and approval to proceed or close is sought and tolerances on set metrics to name a few.
I manage the development team and a large part of my daily role is to provide a bridge between the development team and non-technical project managers who are in charge of the wider project deliverable's outside of the code we develop or systems we are looking to procure.
And so now onto my problem, there have been multiple occasions now where we have communicated quite clearly that the proposal is either not feasible or will not deliver the anticipated benefits at various stages throughout the project such as those I mentioned earlier. Unfortunately these don't seem to be making much of an impact as in all instances they have persisted with the project. Obviously this has a host of implications for the organisation, not least in terms of the money spent to deliver a poor quality solution.
From an entirely self-serving perspective I'm concerned about the negative association between my team and the wider organisation, recent releases of procured software that we've been involved in (despite our recommendations that it not be purchased or that the project be reviewed at various stages) have not been well received by the wider organisation.
I was initially concerned that perhaps the reporting lines (me communicating with the appointed project manager) was the issue i.e. our reports not being heard by the decision makers. To address this I now attend all the individual project boards in a Supplier capacity and yet again the recommendations and our feasibility studies are swept aside with barely any consideration given.
Does anyone have any advice on how to get an organisation to adhere to it's own prescribed methodology?