ie8 fix
madison

IT Project Failures

Michael Krigsman
Home / News & Blogs / IT Project Failures

14 ways IT screws up projects

By | October 2, 2008, 6:20am PDT

Summary: Successful projects require decent project execution. Look, no one’s asking IT to save the world, but delivering projects really well should be a core IT function. Some projects are so bad that IT seems to deliberately shoot itself in the head. Sorry, but I just don’t get it. If you disagree with this poor assessment of IT [...]

14 ways IT screws up projects

Successful projects require decent project execution. Look, no one’s asking IT to save the world, but delivering projects really well should be a core IT function.

Some projects are so bad that IT seems to deliberately shoot itself in the head. Sorry, but I just don’t get it.

If you disagree with this poor assessment of IT operations, then see CIO magazine’s list of “The 14 Most Common Mistakes IT Departments Make:”

Staffing Mistakes
1. Projects lack the right resources with the right skills.
2. Projects lack experienced project managers.

Process Mistakes
3. IT doesn’t follow a standard, repeatable project management process.
4. IT gets hamstrung by too much process.
5. They don’t track changes to the scope of the project.
6. They lack up-to-date data about the status of projects.
7. They ignore problems.

Planning Mistakes
8. They don’t take the time to define the scope of a project.
9. They fail to see the dependencies between projects.
10. They don’t consider Murphy’s Law.
11. They give short shrift to change management.
12. Project schedules are incomplete.

Communication Problems
13. IT doesn’t push back on unreasonable deadlines.
14. They don’t communicate well with project sponsors and stakeholders.

These aren’t business-side issues; they’re all well within IT’s exclusive domain.

I’m always talking about IT/ business alignment, but maybe that’s a mistake. When it comes to failed projects, maybe the hammer needs to fall hard onto IT directly: no excuses and no failures.

[Image via iStockPhoto]

Kick off your day with ZDNet's daily e-mail newsletter. It's the freshest tech news and opinion, served hot. Get it.

More from “IT Project Failures”

Topics

Project, Information Technology, Strategy, Management, Michael Krigsman

Michael Krigsman is a recognized authority on the causes and prevention of IT failures.

Disclosure

Michael Krigsman

Michael Krigsman writes and speaks about technology in a manner that most observers consider to be fair and balanced. Michael believes that writing about IT failures, which often have complex causes, creates a unique obligation to be reasonable and accurate in both reporting and analysis.

Michael maintains active personal and professional relationships with enterprise technology buyers, vendors, analyst firms (or individual analysts), consultants, and system integrators. As CEO of Asuret, Michael sells and delivers paid services to members of these same groups.

Vendors regularly reimburse Michael's out-of-pocket travel expenses to attend industry conferences and events. Conference organizers frequently waive entry fees when Michael attends industry events. Michael often speaks at industry conferences and events.

He is a member of the Enterprise Irregulars, a loose association of consultants, investors, industry representatives, analysts, and users of enterprise software.

For daily updates on Michael's activities, follow him on Twitter.

Biography

Michael Krigsman

Michael Krigsman is CEO of Asuret, Inc., a consulting company dedicated to reducing technology implementation failures. Asuret's suite of software tools improve the success rate of enterprise software deployments by quantifying and measuring governance issues that cause most project failures. Michael led the research effort underlying Asuret's model of collective intelligence and its practical application to reducing IT failures in consulting environments. He is a recognized authority on the causes and prevention of IT failures and is frequently quoted in the press on IT project and related CIO issues. He is considered an enterprise software industry "influencer" and provides advice to technology buyers, vendors, and services firms.

Previously, Michael served as CEO of Cambridge Publications, which develops tools and processes for software implementations and related business practice automation projects. Michael has been involved with hundreds of software development projects, for companies ranging from small startups to Fortune 500 organizations. Michael graduated with an M.B.A. from Boston University and a B.A. from Bard College. He is a Board member of the America's Cup Hall of Fame and the Herreshoff Marine Museum in Bristol, RI.

22
Comments
Add Your Opinion

Join the conversation!

Just In

RE: 14 ways IT screws up projects
kishorekumar62 31st Oct 2008
Your Process Mistakes and Planning Mistakes do not
resonate for me.

I would put Communication Problems right on top
followed by Staffing Mistakes and take the rest off
the list.

But then, I don't live and work in the US. My world is
different from yours!
View in thread
0 Votes
+ -
I don't know where these 3 fit it, but they are
Taz_z 2nd Oct 2008
requirements, requirements, and requirements. This
isn't quite scope (which is really about limiting the
requirements to be implemented), but way too many
projects are started without an unambiguous definition
of what has to be done. Business analysts, if there
are any, either won't or are unable to go into enough
detail leaving IT to define what has to be done.
Upper management is more focused on deadlines and
looks at queries for better requirements as a delay
tactic. And then guess what -- the finished
project doesn't quite do what was expected -- big
surprise. And guess who takes the fall -- IT.
0 Votes
+ -
'without an unambiguous'
jmavity Updated - 2nd Oct 2008
Had to laugh: try "without a clear" or "with an unclear". Double negatives do little to help clarity.
0 Votes
+ -
'Double negatives to little'
Taz_z 2nd Oct 2008
I had to laugh: try "Double negatives do little".
Also "Had to laugh" is poor grammar: try "I had to
laugh".

Sheesh...are you the misspelling grammar police that
uses poor grammar? Have you heard the saying about
glass houses?
0 Votes
+ -
Content v. typo, do the math.
jmavity 2nd Oct 2008
n/t
0 Votes
+ -
# 15 - Play loose and fast with bandwidth
ejhonda 2nd Oct 2008
Attach needlessly large images to blog posts. Make sure image's size is inversely proportional to entertainment value of it so as to enhance annoyance.

C'mon Mike, think of the poor ISPs who will ultimately have to meter access because of waste such as this. wink
0 Votes
+ -
Contributr
128k image?
mkrigsman@... 2nd Oct 2008
The image is 128k in size with 100dpi resolution. Why is that too big even on a dial-up connection? Thanks for your thoughts.
0 Votes
+ -
You should work for MS
ejhonda 2nd Oct 2008
... they like to waste computing resources, too. happy

You could easily have used an image half that size or less, still gotten the message across, and been judicious with the usage of your viewers' resources. Anyway, back to your regularly scheduled topic.
0 Votes
+ -
Contributr
Image size point
mkrigsman@... 3rd Oct 2008
Just so you know, the column size here is 472 pixels (actually 475, but I prefer a margin of error). So, for aesthetics sake, I try to re-size images when possible to that dimension. This means scaling the image slightly in both the x- and y- directions, to keep the proportions correct.

The final image file size is therefore dependent on the original image dimensions, size, and pixel depth.

Now, that's probably more than you wanted to know, but if you want further clarification then tell me.
0 Votes
+ -
What does this have to do with IT (specifically)?
Rick_R 2nd Oct 2008
Not one of those problems is exclusive to IT. The same problems occur in all sorts of non-IT projects. What--as a group--they describe is failure to take seriously the concept of a "project". We have X number of folks in the department and we need to get (whatever) done. "They're smart. They can figure out what to do and how to do it." Never mind that some of the material is in Chinese, Arabic, or whatever and no one knows that language. "We'll figure something out. We'll get it done." I've seen the same problems at non-IT electronics manufacturers and lawfirms.

The problem is trying to fit square pegs in round holes because you have a lot of square pegs, round pegs would cost money, and the square pegs would view it as an invasion of their turf.
0 Votes
+ -
Contributr
Then why do so many projects fail?
mkrigsman@... 2nd Oct 2008
Please tell us how to reduce the high IT failure rates without looking at these issues.
0 Votes
+ -
They fail because...
wolf_z 3rd Oct 2008
...of this conversation:

IT: Ok, what do you want?

Mgt: I want you to tell me what I want but I don't want you tying up busy people and ask them questions. I also want you to do it without asking for any more money.

Management, by and large, doesn't know what they want, doesn't want to take the time to find out, and wants it yesterday, for nothing.

They are too busy to make time to tell IT what would save users time and money.

14 points or not, that's the bottom line. It's IT's problem, let IT handle it. And then blame IT when they fail to do "their" job.

My question is, how can anyone manage a problem when they have no clue what the problem might be?
0 Votes
+ -
RE: 14 ways IT screws up projects
fmckenna 2nd Oct 2008
Who's the guy in the pic? Is he single?
Good to remind IT to look within and not always try to blame
themselves out of responsibility for what should be their
sweet spot.
0 Votes
+ -
Contributr
Francine, you don't want him
mkrigsman@... Updated - 2nd Oct 2008
He's got this little self-inflicted wound problem.

Thanks for commenting and Tweeting!
0 Votes
+ -
Back with 5
Richard Flude 2nd Oct 2008
Staffing Mistakes
1. Projects lack competent staff

Process Mistakes
2. Projects puts emphasis in the wrong areas (complete
specs when unobtainable)

Planning Mistakes
3. IT takes on too much at one time. Projects should be
broken down, emphasis on changing business process to
adapt them to existing IT solutions.

Communication Problems
4. IT doesn't involve users in testing and usability early
enough. Communicate the design and solution through
prototypes as early as possible.

5. IT doesn't understand the business task to change the
process (IT or user) to simplify it's solution for an IT
implementation.

From my experience IT projects head towards failure
because IT staff typically have a poor understanding of real
world problems/solutions and come up with extremely
convoluted designs. Such issues are easily avoided, but you
need the right staff (difficult).
0 Votes
+ -
"IT" versus "Business"?
uFunctional 2nd Oct 2008
The author's whole tone is adversarial.

Unfortunately, that reflects the reality in too many organizations, and that adversarial, CYA mentality is the meta-reason for many failures in software-intensive businesses.

Picture two people in a leaking boat. Business says to IT, "I"m sure glad the leak is in your end!"

www.ufunctional.com
0 Votes
+ -
Usually the Company as a Whole is Dysfunctional, Not Just One Dept.
elizab Updated - 3rd Oct 2008
This kind of dysfunctional behavior generally permeates the whole company and not one department.

I was a systems engineer in a company where product delivery and success depended on two engineering groups working well together. However, dynamics were such that one group would gleefully say "Ha! The problem was those guys' fault." When from the customer's point of view, product failings were the company's fault--- which it was.

Business is tough already without IT and business functions engaging in dysfunctional behavior. Business functions need to be clear about what they want and why it's important.

Likewise, IT needs to make it clear that they understand the business importance. They also need to make it clear why some issues are critical to being able to deliver what the business functions need.

Both sides need to be open to interim working solutions that over time get you to where you need to be with less chance of failure.
0 Votes
+ -
My management knows way more than 15 ...
terry flores 2nd Oct 2008
Their latest favorite: requiring *all* project team members to spend 2 hours a day sitting in status meetings to "fix" our schedule problems. When I tried to point out that this would make our project another 25% behind schedule, I was told that that wouldn't happen, because this wasted time should be "made up" by people working after hours.

The beatings will continue until morale improves ...
0 Votes
+ -
Contributr
Love this one
mkrigsman@... 3rd Oct 2008
Please share more work experiences with us!
0 Votes
+ -
Similar experience
Richard Flude 3rd Oct 2008
Working on a defence project, project lead was remove and
I appointed in his place.

Third party consultant was brought in to evaluate work
remaining. Furious activity for the consultant, Gantt charts
aplenty.

Finally a meeting was called to discuss the findings -
several man years remained and there was no hope of completing the project within the deadline (couple of
months). I asked what was the plan, the team responded
that this was a meeting to discuss the situation.

I left and returned to work, others remained to discuss the
dire situation. The project was completed on time, with
those contributing the least still in ranting it couldn't be
done. Strangely those weren't with me in the late hours or
weekends.
0 Votes
+ -
RE: 14 ways IT screws up projects
Snowmeister 3rd Oct 2008
LOL, brilliant. As a developer for a well known recruitment site, I recognise EVERY one of these points....
0 Votes
+ -
Life Cycle of a Project
paul_s123 6th Oct 2008
In my time in IT one of the biggest reasons for failure is starting out with a delivery date fixed in place before determining what is to be delivered. Repeatable processes can't be followed when you start off with a date first.


Dear Mr. Architect:

Please design and build me a house. I am not quite sure of what I need, so you should use your discretion. My house should have between two and forty-five bedrooms. Just make sure the plans are such that the bedrooms can be easily added or deleted. When you bring the blueprints to me, I will make the final decision of what I want. Also, bring me the cost breakdown for each configuration so that I can arbitrarily pick one. Keep in mind that the house I ultimately choose must cost less than the one I am currently living in. Make sure, however, that you correct all the deficiencies that exist in my current house (the floor of my kitchen vibrates when I walk across it, and the walls don't have nearly enough insulation in them).

As you design, also keep in mind that I want to keep yearly maintenance costs as low as possible. This should mean the incorporation of extra-cost features like aluminum, vinyl, or composite siding (If you choose not to specify aluminum, be prepared to explain your decision in detail). Please take care that modern design practices and the latest materials are used in construction of the house, as I want it to be a showplace for the most up-to-date ideas and methods. Be alerted, however, that the kitchen should be designed to accommodate, among other things, my 1952 Gibson refrigerator.

To insure that you are building the correct house for our entire family, make certain that you contact each of our children, and also our in-laws. My mother-in-law will have very strong feelings about how the house should be designed, since she visits us at least once a year. Make sure that you weigh all of these options carefully and come to the right decision. I, however, retain the right to overrule any choices that you make. Please don't bother me with small details right now. Your job is to develop the overall plans for the house: get the big picture. At this time, for example, it is not appropriate to be choosing the color of the carpet. However, keep in mind that my wife likes blue. Also, do not worry at this time about acquiring the resources to build the house itself. Your first priority is to develop detailed plans and specifications. Once I approve these plans, however, I would expect the house to be under roof within 48 hours.

While you are designing this house specifically for me, keep in mind that sooner or later I will have to sell it to someone else. It therefore should have appeal to a wide variety of potential buyers Please make sure before you finalize the plans that there is a consensus of the population in my area that they like the features this house has.

I advise you to run up and look at my neighbor's house he constructed last year. We like it a great deal. It has many features that we would also like in our new home, particularly the 75-foot swimming pool. With careful engineering, I believe that you can design this into our new house without impacting the final cost. Please prepare a complete set of blueprints. It is not necessary at this time to do the real design, since they will be used only for construction bids. Be advised, however, that you will be held accountable for any increase of construction costs as a result of later design changes.

You must be thrilled to be working on such an interesting project as this! To be able to use the latest techniques and materials and to be given such freedom in your designs is something that can't happen very often. Contact me as soon as possible with your complete ideas and plans.

PS: My wife has just told me that she disagrees with many of the instructions I've given you in this letter. As architect, it is your responsibility to resolve these differences. I have tried in the past and have been unable to accomplish this. If you can't handle this responsibility, I will have to find another architect.

PPS: Perhaps what I need is not a house at all, but a travel trailer.
Please advise me as soon as possible if this is the case.
0 Votes
+ -
RE: 14 ways IT screws up projects
kishorekumar62 31st Oct 2008
Your Process Mistakes and Planning Mistakes do not
resonate for me.

I would put Communication Problems right on top
followed by Staffing Mistakes and take the rest off
the list.

But then, I don't live and work in the US. My world is
different from yours!

Join the conversation!

Formatting +
BB Codes - Note: HTML is not supported in forums
  • [b] Bold [/b]
  • [i] Italic [/i]
  • [u] Underline [/u]
  • [s] Strikethrough [/s]
  • [q] "Quote" [/q]
  • [ol][*] 1. Ordered List [/ol]
  • [ul][*] · Unordered List [/ul]
  • [pre] Preformat [/pre]
  • [quote] "Blockquote" [/quote]
ie8 fix
Click Here
ie8 fix

The best of ZDNet, delivered

ZDNet Newsletters

Get the best of ZDNet delivered straight to your inbox

Facebook Activity

Blog Roll

Blog Archive

White Papers, Webcasts, & Resources
ie8 fix
ie8 fix