There is no mystery as to why projects succeed or fail; people have been writing about effective project management for millennia. More than 2,000 years ago, Sun Tzu described how to organize a successful, highly complex project (a military campaign) in The Art of War. Fred Brooks’ classic book, The Mythical Man-Month, offers management advice targeted at running large IT projects. The U.K. National Audit Office recently published an excellent guide to delivering successful IT-enabled business change. Over the past 10 years, virtually every major IT publication has printed articles on why large projects succeed or fail.
Despite all the excellent advice available, more than half of the major projects undertaken by IT departments still fail or get canceled. Stuart Orr, principal of Vision 2 Execution, reports that less than 20% of projects with an IT component are successful, with success defined as being delivered on time and on budget while meeting the original objectives.
We know what works. We just don’t do it.
Projects fail because people ignore the basic tenets of project success that we already know. Here are some of the common reasons - and there are many - for failure…
Do the right things at: http://journyx.com/rss/redir/cworld-12things.html