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