The dangers of a successful IT project
My latest Baseline column talks about the risks that follow a successful IT project:
But sometimes with projects that really shouldn’t succeed—that are attempting too much, too fast, with too many risks—enough things go right, particularly along the critical paths, enough superhuman effort is made by those involved, so that the project does indeed go into production on time and possibly even under budget. Upper management is thrilled; the development team looks great; and all’s right in heaven.
And that’s when the real trouble begins.
Feedback is welcome, there or here. ..bruce..
About the Author: bfwebster
Webster is Principal and Founder at at Bruce F. Webster & Associates, as well as an Adjunct Professor for the BYU Computer Science Department. He works with organizations to help them with troubled or failed information technology (IT) projects. He has also worked in several dozen legal cases as a consultant and as a testifying expert, both in the United States and Japan. He can be reached at 303.502.4141 or at bwebster@bfwa.com.
A very intersting article and something very true. I have also seen this happen at my organization where all shortcomings are analysed thoroughly and learnings are noted and carried forward. But when a project is smooth, there is no intention to learn from it.
I made a post on this idea (obviously inspired by what you have written here) – http://doyouknowabout.com/2008/09/a-success-it-project-could-be-as-much-a-trouble/.
The whole solution I would assume is to simply go for the project closure report, which should be mandatory (even for successful projects).