Ch3.Three.Key.Questions.for.Project.Success

Ch3.Three.Key.Questions.for.Project.Success - Three Key...

Info iconThis preview shows pages 1–2. Sign up to view the full content.

View Full Document Right Arrow Icon
Three Key Questions for Project Success We describe a method for completing projects more successfully, more of the time. Core Topic European IS Procurement and Project Management ~ IT Management Key Issue What program and project management practices and procedures will improve project success in Europe? Strategic Planning Assumption By 2005, 70 percent of IS organizations that do not develop their own rigorous standards for project ownership, organization and content will be replaced by ESP’s (0.7 probability). More than 80 percent of IS-related projects are late, over budget, lack functionality or are never delivered. Yet the pressure to deliver is increasing. Staff is in short supply, users demand new applications on ever-shorter time scales, and there is a backlog of work following year 2000 and euro projects. For many enterprises, project success or failure has little to do with the way the project itself is conducted, or the quality of the staff (whether in-house or consultants). Much more important is the project philosophy at work within the enterprise. Enterprises that run successful projects pay particular attention to three issues: project ownership, their definition of what a project is, and the organization that supports the project throughout its life. 1. Project ownership: A project should never be owned by the IS department, but by a sponsor in the business unit (or units) that it most affects. The only exception is a project to improve the low-level infrastructure (such as a bandwidth expansion on the network). Even here, it is preferable for the "office of enterprise IT" to sponsor the project, with the IS director taking day-to-day responsibility (see Note 1). The office of enterprise IT is a group of senior managers, both business and IS, from an enterprise. It sets direction, decides priorities and allocates funds for IS. In some enterprises, it is known as the IT steering committee or IT council. Middle managers should take responsibility for simple projects. Senior executives and directors should own projects that have a high degree of
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 2
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 12/05/2011 for the course IST 352 taught by Professor Staff during the Fall '10 term at Syracuse.

Page1 / 3

Ch3.Three.Key.Questions.for.Project.Success - Three Key...

This preview shows document pages 1 - 2. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online