Big projects typically generate hundreds of pages of status reports—yet somehow it’s always a surprise when the project team ‘discovers’ that failure is right around the corner.In fact, says risk management expert Matthew Leitch, denial and information hiding can have deep roots early in the life of a project.
Beyond IT Failure
Michael Krigsman is a recognized authority on the causes and prevention of IT failures.
Michael Krigsman is an internationally recognized analyst, strategy advisor, and authority on enterprise software leadership, CIO innovation, and social business. Interact with Michael on Twitter at @mkrigsman.
Dear Deck Chairs Reader,Starting today, we will be initiaiting a series of weekly interviews with experts who are working in domains related to this blog. The experts will include CIO’s, risk mangement experts, university professors, and others.
Thanks to TechDirt for pointing this one out. The Baltimore Sun reports a $300M software screw-up at the National Security Agency.
The Dashboard Spy offers a post describing emergency management information software. I researched these issues in-depth several years ago (conducted lots of interviews with government and industry leaders), to learn about emergency management processes and software.
Timothy Johnson describes how he was fired for writing truthful project management reports. Well, the reports didn’t make the project manager look very good, so I imagine it must have been a wee bit awkward for all concerned.
An Infoworld article by Dan Tynan describes what can happen when the IT vendor who once loved you now hates you. From the article:…consider this cautionary tale of a small biotech firm in the Rocky Mountains that decided to dump its IT consultant.
In an article at SearchCIO, Linda Tucci describes a massive, $1.9B IT outsourcing deal between DuPont and CSC.
Aligned Strategy points to an article on how to hire a CIO. The article includes the following action items to address during the CIO hiring process:A high level IT strategy tied and aligned with the business plan (this is a starting point for the new CIO who will expand, refine and institute the full IT strategic plan).
David Jacobson makes reference to a Harvard Business School excerpt from a book titled Alignment: Using the Balanced Scorecard to Create Corporate Synergies. As David points out, the article says:Following are the eight alignment checkpoints for corporate, business units, and support units of a typical multi-business organization to hit during the annual planning process.
Thomas Otter asks "How long does it take to implement SAP?".