RelativeResourceManager

RelativeResourceManager - R-16-5249 P. Phelan, N. Frey...

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Gartner Entire contents © 2002 Gartner, Inc. All rights reserved. Reproduction of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The reader assumes sole responsibility for the selection of these materials to achieve its intended results. The opinions expressed herein are subject to change without notice. R-16-5249 P. Phelan, N. Frey Strategic Analysis Report 18 July 2002 Avoiding Failure in Large IT Projects: New Risk and Project Management Imperatives Gartner analyzes the new profile of today's enterprise-level application projects, and offers recommendations on how risk management and project management disciplines must evolve to meet the challenge. Management Summary Enterprises face new challenges that increase risk — and the potential for spectacular failure — in enterprise resource planning II (ERP II) and other high-level implementation projects. Because today's projects involve a "software ecosystem" of multiple user communities and technical environments, project failures have a more far-reaching impact than ever before. Increasingly, implementation success will require enterprises to expand their risk and project management strategies, methods and tools to address this new environment. This Strategic Analysis Report provides in-depth analysis of these new risk and project management imperatives, and offers recommendations on how enterprises can plan for success in today's enterprise- level application implementations. Highlights of the analysis and recommendations include: Enterprises must expand their project definition efforts to meet the new profile of today's enterprise- level projects. Outward-facing projects increase complexity, time and risk. More participants, forming a community of involvement, will require collaboration throughout the project. Effective risk management strategies are critical to project success. Enterprises must assign ownership and accountability for managing risk, monitor risk throughout the project, and keep stakeholders and management informed of changes in risk exposure. Project management strategies must evolve as well. New imperatives include the need to: Focus on project team-building and communication priorities Plan for more-strategic involvement from business partners and service providers Expand project management and implementation strategies, methodologies and tools
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Avoiding Failure in Large IT Projects: New Risk and Project Management Imperatives Copyright 2002 R-16-5249 18 July 2002 2
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Avoiding Failure in Large IT Projects: New Risk and Project Management Imperatives Copyright 2002 R-16-5249 18 July 2002 3 CONTENTS 1.0 Introduction: Managing Risk in Enterprise Projects — A New Urgency. ............................... 5 1.1 Today's Enterprise-Level Projects: New Challenges, New Risks.
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RelativeResourceManager - R-16-5249 P. Phelan, N. Frey...

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