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CHAPTER 7 : MANAGING PROJECT - Coggle Diagram
CHAPTER 7 : MANAGING PROJECT
Importance of Non-IT managers
Under-delivering intended business benefits
IT projects managers ill-equipped to tackle
Can prevent business failure
Business failure :
Unnecessary complexity
Non-IT managers silent on the triple constraint
Ambiguity of purpose (wrong system)
Contributions : the right system (faster & cheaper)
Risks beyond Non-IT managers control
Underestimation of time and money
Use of immature technology in a project
Previous project
London Electrobus (1907)
Battery operated
300% over budget
30/50 never completed
Flunked cost, quality and schedule
Hoover Dam (1930)
Managers created master plan but gave engineers discretion over their work
Completed two years early and under budget
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
For example :
Massive scale
Uncertainty
Bickering stakeholders
Railroads, the electric grid, highways, moon landings, and Hoover