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Managing Projects - Coggle Diagram
Managing Projects
A Dismal Track Record
• Two of three IT projects fail
• Half never deliver intended business benefits
• Larger projects are 5-10 times worse
• Afflicts small and large firms, non-profits, and governments worldwide
• Problems are often predictable and preventable
:check: Consequences Worsening:
– Larger projects
– Touch more parts of firms
– Baked into more products and services
:check: Most rigorous testing leaves half the bugs undetected
– Malfunctioning products, stalled operations, failed firms, even deaths
:check:How IT is developed failing to keep pace with its growing complexity
– Handcrafted, painstakingly
– Error prone: 100-150 mistakes in every thousand lines of code
Examples of repeated mistakes:
– Massive scale
– Uncertainty
– Bickering stakeholders
– Railroads, the electric grid, highways, moon landings, and Hoover
Previous Project
London Electrobus (1907)
-Battery operated
-300% over budget
-30/50 never completed
-Flunked cost, quality and schedule
Lessons:
-Simultaneously counting on too many unproven
technologies'
Clever technology does not guarantee success
-Doomed without complements
Hoover Dam (1930)
-Completed two years early and under budget
-Managers created master plan but gave engineers
discretion over their work
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Jargon Decoder
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-IT project failure (Botched execution)
-Triple constraint (Cheap, fast and good)
-80/20 rule (80% Business meet, 20% project)
-Lean principles (Business involvement)
-Rollout strategy (How a completed project is rolled
out to users)
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Risks beyond Non-IT managers control:
:star: Use of immature technology in a project
:star:Underestimation of time and money