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CHAPTER 7 - Coggle Diagram
CHAPTER 7
Antidotes to Business Failure of IT Projects
IT project failure:
Cannot deliver promised business benefits
Botched execution
flunks cost, schedule, or quality targets
Causes of failure:
Imprecise business intent
Unnecessary complexity
Lack of explicit tradeoffs
Antidotes to failure
Discovering latent business needs
Assumes
1) Business users can’t articulate an IT project’s requirements
2) Success only in their eyes
There are
three foundational principles of all lean methods
which are
-Active business participation
-Short iterations
-Less code
Explicit accountability for business benefits
a project’s measurable organizational value (MOV) must come the business side
-Must balance what’s ideal and realistic
-Ensures IT folks are evaluated first as business people
– Collaborative, involving all project stakeholders
Four elements:
Intended impact
Operational, strategic, or financial
Promise:
Will it help do something better, faster, or cheaper?
Time to impact
after project completion (years/ months)
Change metric:
dollars, percentages, or time?
Curbing scope
MoSCoW rule
applied to requirements by
non-IT managers
Tame scope using
80/20 rule
LEAN PRINCIPLES
Business involvement, rapid iteration, and less code
1) Business involvement
Get decision-maker in the user requirement capture process
2) Rapid Iteration
To repeat the process fast until solution found and then move to next
process.
3) Less Code
Avoid lengthy line of code, make it short and simple.
ROLLOUT STRATEGIES
How a completed project is rolled out to users
abruptly replace, run in parallel, or chunk rollout
2) Parallel rollout
Safety net for glitches :check:
Prolongs rollout period :check:
3) Phased rollout
Business pressures :star:
1) Direct cutover
Widespread impact of glitches :star:
Avoid for mission-critical IT :star: