Dennis Howlett raises some questions to be used when evaluating lawyers and accountants. Similar guidelines could be applied when hiring consultants on IT projects.
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.
Yesterday, I blogged about a rather uninspired article from Baseline Magazine, which described ten IT project pitfalls. In contrast, today I’m happy to share and excellent list of ten lessons for IT Project success, from CIO Insight magazine:Business processes should set the agenda, not technology.
I’ve always had respect for Forrester Research, despite complaints such as this. Maybe the Christmas to New Year’s holiday interregnum is to blame, but a recent recent report advising CIOs on how to spend their time just seems obvious to me.
Baseline Magazine published an article called “Top 10 Project Pitfalls You Can Avoid.” This list is hardy definitive, but does describe a bunch of good points:A project’s scope is too monolithic and gargantuan.
I often blog about stupid things that kill IT projects. This post describes how I almost killed my Vespa scooter today.
By now, most everyone has heard about Digg, the popular social networking news site. Digg users vote for news stories, hoping to elevate their favorites to front page status.
Greed, arrogance, inexperience, and stupidity are the essential quartet driving many IT project failures. Bring this set of factors together, and failure is practically inevitable.
Problems on many IT project failures can be traced back before the project even started. For example, we’ve all seen poorly-designed projects, that should never have seen the light of day.
IT Week ran a story saying that “IT managers should learn to prioritise in order to avoid failing projects.” The piece adds:IT directors must learn to say no to unreasonable or unviable requests from business executives if they are ever to tackle IT project’s chronically high failure rate.
In a post entitled “The Law of Unintended Consequences,” Geva Perry references an article from InformationWeek describing project failures in the realm of service-oriented architecture (SOA) and Web services.Geva puts it really well:In a recent InformationWeek survey, 24% of respondents from large corporations said their SOA projects “fell short of expectations.