I often blog about stupid things that kill IT projects. This post describes how I almost killed my Vespa scooter today.
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.
By now, most everyone has heard about Digg, the popular social networking news site. Digg users vote for news stories, hoping to elevate their favorites to front page status.
Greed, arrogance, inexperience, and stupidity are the essential quartet driving many IT project failures. Bring this set of factors together, and failure is practically inevitable.
Problems on many IT project failures can be traced back before the project even started. For example, we’ve all seen poorly-designed projects, that should never have seen the light of day.
IT Week ran a story saying that “IT managers should learn to prioritise in order to avoid failing projects.” The piece adds:IT directors must learn to say no to unreasonable or unviable requests from business executives if they are ever to tackle IT project’s chronically high failure rate.
In a post entitled “The Law of Unintended Consequences,” Geva Perry references an article from InformationWeek describing project failures in the realm of service-oriented architecture (SOA) and Web services.Geva puts it really well:In a recent InformationWeek survey, 24% of respondents from large corporations said their SOA projects “fell short of expectations.
After a hectic month of traveling and consulting, it’s nice to be back here blogging again. I sure do respect bloggers who can write lots of posts regardless of what else is going on their life.
Recently, I blogged about an excellent report, released by the UK National Audit Office, on the subject of IT project failures. That report examined 24 IT projects, to draw conclusions about the causes of both project success and failure.
Back in the 2001 time frame, the Office of Government Commerce (National Audit Office) in the UK established a program for avoiding large-scale IT failures. The program, called the Gateway Process, established a series of evaluation milestones, or gates, against which a project must be reviewed over its lifecycle.
I write this blog and see lots of weird stories, many of which I find hard to believe. Today’s topic is a good example, and deals with manipulative behavior justified in the name of innovation.