ComputerWorld reports that Louis Gutierrez, CIO for the Commonwealth of Massachusetts, has submitted his resignation. From the magazine: In a letter yesterday to his staff, Gutierrez said that when he joined the state’s Information Technology Division (ITD) he looked forward to many challenges.
Beyond IT Failure
Michael Krigsman is a recognized authority on the causes and prevention of IT failures.
Michael Krigsman, CEO of consulting and research firm Asuret, is an international authority on IT success, social business transformation, and related CIO issues. For more information, visit mkrigsman.com.
Sharon Gaudin reports in InformationWeek on a little problem at the US Department of Education: seems they forgot to test a software upgrade before deploying it on their website. Well, I suppose it’s no big deal…well, except to the 21,000 people whose personal information was exposed on the web for several days.
Vinnie Mirchandani posts on IBM’s strategy to productize services. Almost a year ago, Vinnie posed this challenge: “IBM’s SI/outsourcing groups do not think like its software group.
IBM recently announced a new line of “standardized” service offerings. ComputerWorld has an article today expressing some concerns from customers, who wonder whether they will continue receive the same level of service from IBM as in the past.
The UK National Health Service (NHS) is in the midst of a £12.4 billion IT project meltdown, which has been called the “greatest IT disaster in history”.
A report by the Work Foundation in the UK is sharply critical of public sector ICT (information and communication technology) projects, saying that “too much recklessness blights government IT projects.”The press release includes the following tidbits:Contrary to the stereotype, public sector managers have sometimes been too gung-ho in their attitude to risk when developing and implementing information technology projects, wasting many millions of pounds of taxpayer’s money in the process.
Well, this is unusual. New Age Electronics has promoted Sam Changizi, its Director of Information Technology, to the position of CIO.
Hourly billing arrangements are typical on IT projects. However, open-ended billing can create an incentive for consultants to work lots of hours, potentially increasing project duration and cost beyond what may strictly be required.
Vinnie Mirchandani posted an insightful comment on this blog related to software implementation time and cost. He correctly points out that even so-called “successful” implementations often run substantially over-budget.
ComputerWorld offers a ten-point prescription for rescuing a failed project. From the article:Denial can also come into play.