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Beyond IT Failure
Michael Krigsman is a recognized authority on the causes and prevention of IT failures.
Michael Krigsman is recognized internationally as an analyst, strategy advisor, enterprise advocate, and blogger. Interact with Michael on Twitter at @mkrigsman.
IBM is really pushing the packaged services. Here is information from CXOtoday.
Infosys is India’s second largest outsourcing supplier, employing more than 60,000 employees. ComputerWorld described some of the systems and processes the company uses to manage large projects successfully.
Buying the wrong software can significantly affect the health of even the largest company. If you don’t believe me, just ask Christian Streiff, former CEO of Airbus.
Dare Obasanjo, blogger, Microsoft employee, and son of the president of Nigeria (seriously), has assembled a list of five signals that indicate a project may fail: After being at Microsoft for five years, I’ve now begun to see the signs that a project is likely to crash and burn early on. Below is a top five list of signs your software project is in trouble…: Schedule Chicken: This is typically a sign that the project’s schedules are unrealistic.
Writer Andy McCue of Silicon.com offers some helpful comments on avoiding failure on large IT projects: The software itself is now rarely the cause of [huge failures], the root cause of which can more often be linked to the massive business and process change associated with implementing an ERP system.
InformationWeek ran a poll in which 70% of the respondents claimed to have seen a multimillion-dollar IT project failure. Here’s the link, and below you can see an image of the results.
Information Week recounts ten major IT project failures. The article is relatively short, given the number of projects it covers, but if you’re interested in this sort of thing, then take a look.
This is a bit off-center from what I usually write about, but it’s good. From Valleywag, reporting on a public talk given by Carly Fiorina at the 92nd St.
High-priced, open-ended consulting deals often fuel enterprise software implementation failures. As a result, a trend has developed among consulting companies and software vendors to package services into pre-defined, discrete units, decreasing risk and lowering costs for the customer.