Project participants often hope for success but are too scared to take positive action.
Latest from Michael Krigsman
While it's sometimes tempting to blame technology for under-performing IT projects, such views lack depth and reflect poor understanding of the basic causes for failure.
The Devil's Triangle and "pain chains" bind together enterprise customers, technology vendors, and system integrators in an unholy trinity that leads to failed projects.
Your annotated guide to a profound paper describing important truths about why systems fail.
New Enterprise 2.0 technologies, such as wikis and wisdom of crowds tools, remind us of the essential link between culture and collaboration in creating successful projects.
These points address conflicting agendas, multiple perspectives, and a broad range of business-oriented conditions that drive projects to succeed or fail.
The Devil's Triangle describes a basic set of dysfunctional relationships that push many projects toward failure. Although I've written about this important topic before, today's post summarizes the issue succinctly.
Zombie projects are failures that just won't die. These monstrosities stick around because they're a hassle to fix and no one is willing to muster the effort or courage needed to do the final deed.
This is a guest post was written by SAP expert, Jon Reed, describing a podcast interview he conducted with me following SAP's recent Sapphire conference.
There are five key reasons I believe analyzing failures leads to greater insight and higher value than merely talking about success.