Why IT Projects Fail
By Andy Quick
A majority of all Information Technology projects are delivered over budget, behind
schedule, and fall short of business expectations. Many consulting companies have
built practices around helping their clients increase their chances for project
success. You can select from a huge list of books dedicated to the subject of IT
project management. Universities and technical training companies have created
courses and curriculums on the topic of IT project management. You can join
professional project management associations dedicated to helping their members
get better at project management. Advisory companies and research groups have
produced white papers that analyze the root cause of disastrous projects.
Even with the existence of all these resources, technology projects continue to fail a
majority of the time. Unfortunately, most research, consulting groups, books, and
associations fail to identify People as the single biggest reason why IT projects fail.
The Standish group completed a survey of executives opinions of why IT projects
fail. The results are interesting
1 : Project Success Factors
1. User Involvement
% of Responses
15.9%
2. Executive Management Support
13.9%
3. Clear Statement of Requirements
13.0%
4. Proper Planning
5. Realistic Expectations
6. Smaller Project Milestones
7. Competent Staff
9.6%
8.2%
7.7%
7.2%
8. Ownership
5.3%
9. Clear Vision & Objectives
2.9%
10. Hard-Working, Focused Staff
Other
2.4%
13.9%
Notice that numbers 7 and 10 in the list are about people (competency and work
ethic). Although these results are based on real opinions of executives, I wonder if
they stopped to think that all these success factors are dependant upon people
more than any other item in the list. Although many factors contribute to the
success of a given project, the selection, development, and happiness of people is
by far the most important. This article describes all of these factors and attempts to
show how the people dimension reigns supreme. The Top 5 I contend that there are
5 primary reasons why IT projects fail to deliver on their promises: Process,
Sponsorship, Technology, Expectation Management, and People. You can categorize
these success factors any number of ways, but its easier to keep the categories
simple. Process Rooted in principles of quality, following a robust delivery process
can help to ensure a successful project delivery. Most IT companies have their own
process of methodology for project delivery. Associations such as the Project
Management Institute promote a series of processes to ensure project success. The
U.S. Department of Defense established the Software Engineering Institute (SEI) to
advance the practice of software engineering because quality software that is
produced on schedule and within budget is a critical component of U.S. defense
systems. Following a standard IT delivery process can mitigate many risks to a
successful project delivery. Usually, a thorough IT delivery methodology includes a
series of predetermined phases and checkpoints at the beginning or end of each
phase that promote a go/no-go approach. Additionally, most processes have a set of
underlying management control processes that span all phases. An example IT
project delivery process might look something like: Incidentally, I made up the
methodology above for example purposes only. If youve seen it before somewhere,
then it is by pure coincidence. However, most delivery processes have similar
phases and steps. Following a methodology or process can increase your chances
for a successful project delivery because: Quality is built into each phase
Checkpoints are taken along the way to prevent failures before they happen
Resource and time estimates are more accurate since all of the tasks are defined in
advance of the project Good people can make a project successful without a formal
process Sponsorship Ever been on a project and half way through you realize you
dont know who youre doing it for? Ever been on a project that takes on a life of its
own? Lack of project sponsorship is almost a sure fire way to cause a project to fail.
Someone must be responsible for paying for the project, prioritizing requirements,
removing political roadblocks and reminding the project team why the project is
being undertaken. Good people wont let a project continue without a sponsor
Technology Although very rare, technology problems can prevent a project from
being successful. Some projects attempt to implement bleeding edge technologies
that simply have not matured. As a result, the cost and schedule requirements of a
project may expand. Good people find creative ways around technology
limitations Expectation Management Project success or failure can be singularly
determined by the degree to which managements expectations are met. In the
early days of IT projects, business users would help document or verbalize system
requirements and then the project team would go behind a curtain and build a
system. Many times the documented requirements fell short of the sponsors
expectations. Why? Usually, requirements specify what a system should do, but not
how it should be used. A good practice is to keep the user community engaged
throughout the entire development process, showing them what to expect when the
project will complete even if the system is incomplete. Good people continuously
keep project stakeholders informed of progress, issues, and risks People In the
end, it takes people to implement projects. The ability to manage expectations,
involve users, keep executive management informed, escalate issues, and get the
job done is a function of the quality of the people engaged in the project. Quality
includes technical competency, professionalism, work ethic, organizational skills,
and interpersonal skills. If you are in charge of managing an IT project, start by
finding the very best people for your project team. Do whatever it takes to hire,
steal and beg for people that have the right set of technical skills and soft skills to
get the job done. I have witnessed many a project fail due to a poor project team.
Even with the very best processes, methodologies, guidelines, technology, and
sponsorship, a project will not be successful if the quality of the people is lacking.
--------------------------------------------------------------------------------------------------------
