IT-director.com has an editorial stating 90% of SOA projects are failing in a significant manner:The problem is that for every successful SOA implementation, there seems to be ten that are providing few of the desired benefits.
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.
From an interview in Computerworld with Harry Debes, CEO of Lawson Software: Some SAP and Oracle accounts acquired Lawson for some of their divisions simply because they don’t want the incumbent vendor to dictate the future terms of business to them and for them to have all their apples in one basket. They want to keep their primary vendor honest.
Recently, I described the need to consider implementation costs when calculating enterprise software ROI. Implementation costs are a major variable in the ROI equation, since service expenses are often unpredictable.
According to News.com, staff working for Nevada’s governor mistakenly posted his Outlook username and password on the Internet.
Wisconsin seems to be the land of IT project failures. Last April, the state released a report describing broad project failures running through the state government.
Recently, I wrote about Second Life’s lack of usefulness in business. Since then, Craig Cmehil described how SAP uses Second Life, which has opened my thinking on the entire subject of virtual worlds.
Colby Thames has lived in the world of traditional consulting and large account management for a many years. At SunGard Data Systems, he was responsible for the company’s largest accounts, and before that he founded a consulting company and worked for Ernst & Young.
…but then again, sometimes it is. (Click the image to see a larger...
Recently, I was party to a discussion on the topic of hourly contracts in enterprise software services. Here is my take:Open-ended, hourly projects often balloon in size and scope, precisely because there is little incentive to control costs.