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