To understand why IT projects fail, it is important to understand the role of people involved in setting up IT projects.
The business (often referred to as "sponsor") runs the project. Whether it's a new program to improve business processes or upgraded hardware, the project itself is run by the company that generates revenue for the company.
Business counselors are the key to delivering IT projects. The transaction knows what the outcome should be, whether it's cost-cutting, better earnings or other desired results. Unfortunately, technical staff generally understand their specialized disciples and rarely understand the big picture or business concepts that run projects. The Business Analyst understands the big picture and translates it into technical requirements so technical project staff can architect, design distribute and operate solution.
Technical project staff are created and trained in special subjects. They are assigned technical tasks to perform as part of the overall project. Technical project staff rarely see the big picture or the result of their efforts.
Project managers manage all processes, resources, budgets, risks, schedules, tasks and communications necessary to complete the project. Project managers interact with all the players.
Information technology missions fail for a variety of reasons and responsibility for failure may affect any or all of the players.
The most obvious point of failure is to collect trade receivables. Often tasks need to be restarted or restarted because it has not been possible to accurately collect trade requirements, changes in requirements (usually as a business developer) or a change in scope.
Before managing the Business Systems Analyst for this information technology, the project manager is managed by a project manager and run by the company that plays a key role in projects. In addition, with all productivity gains and capabilities to deliver complex systems and infrastructure, the bar is resurrected to the definition of success to deliver even more complex systems faster, meeting customer requirements and unmanaged demands with predictable schedules and costs.
Technical project staff are also responsible for improving quality, cost management, productivity, and meeting customer expectations, even though we quickly see variable requirements and tools.
Additional failure points are:
Project Delivery – There are several reasons why sponsors could terminate a project. The fulfillment of the list is a change of business policy.
Cost Performance – At some point, the project may cost a complete cost and it will be time to cut your loss or reboot.
Resource Constraints – One of the biggest mistakes companies make is trying to deliver information technology projects to existing employees or underestimate the work and resources needed to deliver the desired final results.
Planning Problems – Information Technology must be carefully planned to ensure that the desired outcome is possible during the required time frame. I recently moved data over the holiday season and found it difficult to take longer at this time of year,
Poor or lack of interaction among players – All the players involved must be in a loop for successful projects. Regular communication, email, calls, plans, and special meetings help keep everyone up and moving in the right direction.
Poor Project Risk Management and Recovery – The risk of a project failure must be understandably understood and business expectations. Failure to do so may cause failure, cancellation or worse.
See our article entitled "Five Things You Must Do to Success" to succeed.
By Greg Pack