PROJECT: SUCCESS AND FAILURE
PRECISELY WHAT IS SUCCESS, PRECISELY WHAT IS FAILURE, AND JUST HOW CAN YOU IMPROVE YOUR ODDS TO BE SUCCESSFUL?
Dr . Vicki Sauter
December 16, 2003
We know how come projects fail, we know preventing their failing вЂ“ so just why do they still fail? вЂќ(2)This affirmation could be used on the latest Space Shuttle service disaster, or perhaps the 2003 fall of a large part of the U. S. electrical grid. В В But the author was talking about Technology and Details System project failures, because they existed in 1994. В В Information Technology and Information System failures have been completely the topic of many articles, conventions, symposiums, research, and analysis initiatives. В В The literature from the IT which is community is usually rife with articles and commentary regarding project failures. В В В But precisely how bad is the situation? В В Do a large percent of tasks really fail or do we only listen to the bad information? В В What can be failure and what is achievement? В В And lastly, what can you do to improve your success zone? В В Let's begin by looking at task failure prices and how come projects are unsuccessful. There are many copy writers who inform us why assignments fail. В В For instance, Field(12)В tells us that " jobs fail too often because the project scope had not been fully appreciated and/or consumer needs not fully realized. вЂќВ В Hulme(13)В tells us that " MIS projects and associated procurements occur in an environment seen as the following: В В Lack of managing continuity and an incentive system that stimulates overly hopeful estimates with the benefits which can be attained via doing the project. вЂќВ В And Leicht(5)В tells us that substantial user anticipations can actually be the cause of project inability. В В Hoffman(15)В tells that projects are unsuccessful because of poor alignment among IT departments and organization users. And in another document Hoffman(9)В tells all of us that project managers all too often act as " process police and report compilers and loose sight of what they're said to be doing вЂ“ to make sure jobs are running effectivelyвЂќ. В В В Hodgson(23)style='mso-bidi-font-weight: normal' tells us that " projects fail вЂ“ that's the truth of existence. В В Too many fail since the average project is like a great iceberg вЂ“ 9/10ths than it lay hidden from viewвЂќ. В В All of those writers happen to be correct. В В But non-e of such authors happen to be reporting methodical research with the mechanisms that cause job success or failure. В В В And none of which provide regarding the rate of project failures. How Often Perform Projects Are unsuccessful and How Can This be Measured?
Within a 2003 content Julia King(10)В reports, " For companies that aren't top among the 25% of technology users, three out of 12 IT assignments fail normally. В В Translation: В В for these companies a wonderful 30% of computer projects are unsuccessful. В В Now an advanced extremely positive person you may conclude the good thing is that 70% of those projects do well. В В But remember that King will not tell us how many of the 70 percent of the " successfulвЂќ assignments were more than budget, with time, or defective in function upon achievement. В В There are many ways to measure success and failure, yet there is no stringent dividing series between the two. Baker(20)В concludes, " Like everything, the definition of project failing is in a situation of debordement. вЂќ And O'Brochta(18)В tells us that " the big issue with assessing project success is the fact it is not specific. вЂќВ В В O'Brochta goes on, " This dynamic can often be the Achilles heal to get a project. В В Without a trustworthy understanding of what constitutes achievement, the task is placed in the untenable placement of being evaluated against different criteria, and invariably turns into one more inability statistic reported by research companies such as Standish, Gartner, Forrester, and others. вЂќ В
So, Lewis(7)В tells all of us that " On average, about 70% of all IT-related tasks fail to satisfy their targets. вЂќВ В В In this situatio Lewis contains not only jobs that were left behind (failed), although also the ones that were defectively completed due to cost overruns, time overruns, or would not...
References: (1)В THE CHAOS Survey (1994), The Standish Group, В http://www.standishgroup.com/sample_research/chaos_1994_1.php
Looked at Nov 18, 2003
(2)В Martin Cobb, (1996)
Viewed Nov 17, the year 2003
(3)В Kirksey, Kirk A, (1990). " Surprise Warning: Danger Signs During Software ImplementationвЂќ, Health Management Technology, В В 11, 6; pg 35
(4)В Wixom, Barbara They would. (2001). " Am Scientific Investigation of the Factors Influencing Data Factory SuccessвЂќ, MIS Quarterly, Vol. 25 Number 1, pp 17 вЂ“ 41.
(7)) Lewis, Frank. (2003). В В " The 70-percent failureвЂќ, InfoWorld.
(8)В Levine, Mordy (1994)
(9)В Hoffman, Thomas " Value of Project Administration Offices QuestionedвЂќ, Computerworld, September 21, 2003. В В http://www.computerworld.com/printthis/2003.0,4814,82345,00.html, Looked at 11/7/2003
(10)В King, Julia. " Survey shows common IT woesвЂќ, Computerworld, June twenty three, 2003, В http://www.computerworld.com/managementtopics/management/story/0,10801,82404,00.html.В В В В Viewed Dec 13, 2003
(12)В Field, Tom. В В (1997)
(13)В Hulme, Martyn R. В В (1997)
(14)В Johnson, Sean, et al. В В (2001)
(15)В Hoffman, Thomas. the year 2003. В В " Corporate Execs Make an effort New Ways to Align IT with Business Units. вЂќВ В Computerworld. В В October 27, 2003
(17)В Elenbass, N. В В (2000)
(19)В Jiang, James L. В В Gary Klein, and Joseph Balloun (1996)
(21)В PMTalk E-zine, (2001), В http://www.4pm.com/pmtalk03-19-02.pdfВ В В В viewedВ 12/15/2003
(22)В Macomber, Perkara (2003), " Reforming Project ManagementвЂќ, В http://weblog.halmacomber.com//
(23)В Hodgson, Ian. (2002). " Keeping Your HeadВ AboveВ WaterвЂќ, В http://www/conspectus.com/2002/november/article19.aspВ В В В viewedВ 12/15/2003
(24)В " The Eight Keys to Task Management FailureвЂќ, (2003), В http://workstar.net/library/pm1.htm