Didn't Need It Any Longer 7. Lack of IT Management 6. Technology Illiteracy 4. This despite the fact that technology has had time to mature.! Focus Groups! To augment the survey results, The Standish Group conducted four focus groups with IT executives of major companies. The attendees were from a cross section of industries, including insurance, state and federal government, retail, banking, securities, manufacturing and service.
Two of the focus groups were in Boston. The other two, in San Francisco. Each focus group had an average of ten participants with an overall total of forty-one IT executives. The purpose of these particular focus groups was to solicit opinions on why projects fail. Some of their comments are enlightening about the variety of problems besetting project development.!
None are on-time and on-budget. Other comments went directly to the reasons for failure. That's a challenge in itself because you have to, in some cases, convince them that this is best for the company, not necessarily best for them, but best for the company. And you have to have that buy-in. If you don't have that buy-in, you're going to fail. I don't care how big or how small the project is. Even against your own nature. You say well, it's wrong, but you make that decision anyway. It's like taking a hammer to your toe.
It hurts. Bob, the Director of MIS at a hospital, commented on external factors contributing to project failure. So now that's going to sap all the resources. And explaining to senior management that, 'Well, it's really taking us the time we said it was going to take.
But because you've reorganised the company, I'm going to take another six months on this other project, because I'm doing something else for you. Some of the comments were darkly humorous. The comment most indicative of the chaos in project development came from Sid, a project manager at an insurance company. We delivered an application the user didn't need. They had stopped selling the product over a year before. Case Studies! For further insight into failure and success, The Standish Group looked carefully at two famous Resolution Type 3 cancelled projects and two Resolution Type 1 successful projects.
For purposes of comparison, the project success criteria from the survey of IT executive managers was used to create a "success potential" chart. The success criteria were then weighted, based on the input from the surveyed IT managers. The most important criterion, "user involvement," was given 19 "success points". The least important -- "hard-working, focused staff" -- was given three points. Two very important success criteria -- "realistic expectations" and "smaller project milestones" -- were weighted at ten and nine points respectively.
Finally, as presented later in this report, each of the case studies was graded.! California DMV! In , the California Department of Motor Vehicles DMV embarked on a major project to revitalise their drivers license and registration application process. According to a special report issued by DMV, the primary reason for redeveloping this application was the adoption new technology. It also did not have the support of the state's information management staff.!
The DMV project was not rocket science. There are much harder applications than driver licenses and registrations. But because of internal state politics, unclear objectives, and poor planning, the project was doomed from the start.! American Airlines! This project failed because there were too many cooks and the soup spoiled. Executive management not only supported the project, they were active project managers.
Hyatt Hotels! While Marriott and Hilton Hotels were checking out of their failed reservation system, Hyatt was checking in. Today, you can dial from a cellular airplane telephone at 35, feet, check into your Hyatt hotel room, schedule the courtesy bus to pick you up, and have your keys waiting for you at the express desk.
Hyatt had all the right ingredients for success: user involvement, executive management support, a clear statement of requirements, proper planning, and small project milestones.! Banco Itamarati! Three fundamental reasons account for Banco Itamarati's success. Second, their top-down level of involvement allowed Banco Itamarati to stay on course.
Their strategic plan made technology a key component of the business strategy. You are commenting using your Facebook account. Notify me of new comments via email. Notify me of new posts via email. Enter your email address to subscribe to this blog and receive notifications of new posts by email. Email Address:. Sign me up! Skip to content. Home Publications About me. Like this: Like Loading This entry was posted in Academia , Software development and tagged chaos , software crisis , standish.
Bookmark the permalink. September 26, at pm. Jorge says:. September 27, at am. Lee Fischman says:. May 8, at pm. Michael Flum says:. September 8, at pm.
Leave a Reply Cancel reply Enter your comment here Fill in your details below or click an icon to log in:. Le genou de Lucy. Odile Jacob. Coppens Y. Eds Odile Jacob. Costentin J. Editions Odile Jacob. Crawford M. The driving force : food in human evolution and the future. Application for a Social Security Card. Baptismal Certificate. This is called bifurication. The edge of chaos is the stage when the system could carry out the most complex computations.
In daily life we see complexity in traffic Historically, these reports are positively gloomy. For example, in , The Stand. This underline. Chaos Report! In , Alfred Spector, president of Transarc Corporation, co-authored a paper comparing bridge building to software development. The premise: Bridges are normally built on-time, on- budget, and do not fall down. On the other hand, software never comes in on-time or on-budget.
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