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When IT fails?

This article explores the key causes of IT project and production failures, including lack of strategic alignment, poor communication, and project scope creep. It also introduces three models for identifying IT failures and discusses risk management practices to mitigate these failures.

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When IT fails?

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  1. When IT fails? During IT Production Operations During IT Dev Projects Senior Managers CANCEL IT production services becauseof stakeholders’ satisfactions of: Escalating Service costs Poor service quality eg reliability, time to deliver Safety / Security Concerns Business case no longer prevails Project Sponsors or Senior Managers CANCEL IT development projects because: Budget / Time Overrun Poor Quality Safety / Security Concerns Business Case no longer prevails

  2. Key Causes of IT Project failures • Lack of Strategic Alignment between Business & IT (CORRESPONDENCE FAILURE) • No or weak upfront business case with no clear program logicand related KPI measures justifying the project • Business case may exist but business conditions have changed, invalidating business case while project is underway • Project scope creep (PROCESS FAILURE) – development scope of requirements increased beyond what was originally planned  requiring more $, resources & time  blowing out planned budget, resource availability and deadlines • Poor communications among stakeholders (INTERACTION FAILURE)  what is planned does not deliver what is expected due to misinterpretations and/or no communications Why Projects fail ** https://www.youtube.com/watch?v=4a4ZxOAQifE

  3. 3 Models for Identifying IT Failures Factor Based Models Identifying a checklist of conditions that cause IT project & production failures Stakeholder Analysis Models Identifying power brokers that cause IT project & production failures 3D Sphere Models Identifying organisational drivers that cause IT project & production failures • These condition based or risk factors can be classified by: • Cultural, managerial & technical categories (Feghali & Zbib, 2007) • Leadership, communications, skills and resources, budget and project management categories (Oz & Sosik, 2000) • Project management, top management, technology, organisational, complexity size and process categories (Al-Ahmad, 2009) • etc Power plays between stakeholders can, especially during decision making, can also result in IT cancellations • Dimensional modelling of organisational Risk factors that can contribute to IT failures – classified by • 4 Managerial Risk Factors • 7 Cultural Risk Factor • 18 Technical Risk factors

  4. IT Failures – Risk Management Practice Models Risks – Causes of IT Failures  Issues – Problems when risks eventuate  IT Project or Production Cancellation = Failure

  5. Literature Comparison of Software Project Risks (Tesch, Kloppenborg & Frolick, 2007)

  6. Top 10 Risks in IT System Replacement Projects (Komperud, 2012)

  7. Organising Risks via PMBOK – Process Groups Factored Risks Mgt in these Areas (details see http://www.softexpert.com/regulation-pmbok.php) Covers other Risks

  8. NOW we are intoCollaborative Projects Across Multiple Sites • Project risks and issues are high • Project Management is Complex • Requires : • Common project language across sites • Shareable project information across sites • Coordinated workflow management across sites • More complex project risks management • new international external risks – political, economic, social, technology and environmental differences • cross cultural communication and management factors • Communication Strategies in Collaborative projects (2.26m) • https://www.youtube.com/watch?v=f60dheI4ARg

  9. Case study – application of stakeholder analysis Evaluation their Coalition Identify stakeholders What do they want in the IT projects?  Map out interests

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