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Antidotes to Business Failure of IT Projects - Coggle Diagram
Antidotes to Business Failure of IT Projects
Antitode #3: Accounting without
2 ways to judge a project's success:
Was it executed well in terms of it schedule, budget and quality
Did it deliver the desired business results measured by an operational business metric
Non IT managers must hold team accountable for delivering business benefits
A MOV statement for any IT project must have 4 elements
Intended impact: what operational, strategic or financial impact will the project have?
Promise: Will it help do something better, faster or cheaper?
Change metric: What is the time to impact after project completion, measured in years or months?
Antidotes #2: Curb Scope
Tame scope using 80/20 rule: the heuristic that 20% of a project's features can meet 80% of its business needs.
Which 20%
Non IT managers can help identify the 20% by classiying each major project requirement into one of the following four categories, colloquially called the MoSCoW classification:
Must have requirements
Should have requirements
Could have requirements
Won't have this time, but maybe later
The biggest threat: Attempting too much, with too little or too fast
Antidotes #1: Discovery of Purpose
2 major problems of "Waterfall" Approach
The waterfall approach erroneously assumes that a project team can identify business users' latent needs at the outlet
A lot can change during the window of isolation where the programmers and users have little interaction
IT projects traditionally follow a sequence of activities. "Waterfall" Approach that figure shows
Gather requirement
Design the software
Write the code to implement that design
Test it
Roll it