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CHAPTER 7: MANAGING PROJECT - Coggle Diagram
CHAPTER 7: MANAGING PROJECT
Risks beyond Non-IT managers control
Use of immature technology in a project
Underestimation of time and money
Importance of Non-IT managers
Can prevent business failure:
Under-delivering intended business benefits
IT projects managers ill-equipped to tackle
Contributions: the right system (faster & cheaper)
Business failure:
Ambiguity of purpose (wrong system)
Unnecessary complexity
Non-IT managers silent on the triple constraint
Previous projects
London Electrobus (1907)
Battery operated
300% over budget
30/50 never completed
Flunked cost, quality and schedule
Hoover Dam (1930)
-Completed two years early and under budget
-Managers created master plan but gave engineers discretion over their work
Dismal track record
• 2/3 IT projects fail
•1/2 never deliver intended business benefits
• Larger projects are 5-10 times worse
• Afflicts small and large firms, non-profits, and governments worldwide
• Problems that derail IT projects are often predictable and preventable
eg:– Massive scale
– Uncertainty
– Bickering stakeholders
– Railroads, the electric grid, highways, moon landings, and Hoover