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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.
The Journyx project management blog offers the following advice when managing software development projects: Don’t reward for shipping on schedule. Anyone can ship garbage.
SearchCIO sponsored development of a white paper, called As the World Turns: CIOs and their ERP Dramas (registration required). It describes the risks.
Big4Guy writes a blog on big software deployments. His posting on Five Common ERP Implementation Pitfalls has the ring of truth for me, so here they are:Pin-pointed clarity as to why we are going in for an ERP.
Walt Mossberg, consumer technology columnist for the Wall Street Journal, called large corporate IT departments “the most regressive and poisonous force in technology today.” He was giving a speech to 250 university presidents.
In my experience, many project failures can be traced back to poorly written requests for proposals (RFPs). When you buy the wrong thing, you get the wrong result.
From an unpublished work by Axel Angeli, noted author and project expert:Sages and Dunces Projects fail because people are stupid, no doubt. But it is seldom the case that team members are stupid.
CIO Update describes the growing trend toward software as a service (SaaS) products. The artcle argues that SaaS implementations are less expensive and failure-prone than traditional enterprise software deployments: Before Salesforce.
In an article on SearchCIO, several CIOs discuss project planning as a driver in making mid-market IT projects successful. A few quotes:Experts say project management brings clarity and can help keep everyone on the same page.
ESI International has written a white paper, called Saving Troubled Projects (registration required), describing their methodology for diagnosing and intervening to save failing IT projects.Here are a few quotes from the white paper:Simply put, “troubled” means that the project’s variance trends of time, cost and scope have exceeded acceptable levels and, without immediate intervention, the project will continue on a path to failure.