Most IT project post-mortems are exercises in finger-pointing and assigning blame. Here are nine steps to make them useful.
Latest from Michael Krigsman
Can you recognize a failing project zombie before it's too late? Although there's no simple or easy answer, the failures do tend to share certain common traits.
Why do so many enterprise software projects run over-budget? The obvious answer: folks under-estimate expenses across the software life cycle.
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.
Lousy software testing damages many IT projects. When testing doesn't uncover obvious problems that prevent software from operating as users expect, then failed projects are inevitable.
Software permeates even the most seemingly low-tech areas of our lives. Here's a small sampling of recent software glitches from around the world.
The village of Oak Park plans to terminate its under-performing PeopleSoft implementation amid accusations of consultant billing irregularities.
General Motors issued a recall for almost 13,000 Cadillac CTS vehicles, due to a software bug in the airbag sensor. Transportation-related software problems happen all the time.
SAP's Co-CEO, Leo Apotheker, hosted a panel discussion this past Friday afternoon, exploring reasons to maintain IT investment during difficult economic times.
Organizational cultures that prioritize business value over mechanical project execution, will prevent IT folks from spinning business benefits to get their project approved--and doomed for failure.