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CIO's IT project failure seven deadly sins

Print View , by: iSee ,Total views: 7 ,Word Count: 1978 ,Date: Tue, 25 Aug 2009 Time: 10:01 PM

With the fierce market competition, enterprises are increasingly looking through IT and other means to reduce Enterprise costs, improve customer satisfaction. However, ERP, CRM, OA, etc. one by one down the project implementation, companies found farther and farther away from their goals. Why do business in other highly successful IT projects in your company it does not work then? Despite a host of reasons, but as a corporate CIO or project manager, there can not shirk the responsibility, the author be summed up as CIO of the IT project failure "seven deadly sins."

The first sin: "number-one project" not thorough enough

Any one project to be successful, must have senior leadership of the tripartite balance of forces support; if they do not care about the project, permeates the project it is difficult to promote. The reason we all know, are the real CIO in the implementation of projects, it is easy to forget this principle.

On the one hand, as businesses number one item on the information itself is not really understand, CIO will find with the information technology company CEOs to talk about a kind of "casting pearls before swine" feeling; On the other hand, corporate CEOs because of their lack of understanding of the information, nor had and more a part of it, while the full delegation of authority to the IT staff.

This provides IT project, leaving not a small hidden danger: the project team members generally come from different departments have their own advantages. Moreover, they also have their own direct leadership. When they work has been busy, but also to participate in such a lack of support, the future is not out of the project, it is obvious, the project is difficult to ensure success. Therefore, there is no support of the leadership, not authorized, there is no success of the project.

Originally the senior leadership of information technology is a rookie, and you not take the initiative to communicate with the prawns, then let them how to support you? Therefore, as CIO, to promote information technology project first thing to do is to fully communicate with senior leadership Yao Gen. They do not understand, say that they know so far. To analyze the project to promote the process, you may encounter problems and contradictions, such as information technology just to promote, the workload increased; opportune time to analyze the project, such as the implementation of IT projects in the production of off-season, can reduce the resistance and so on. Let the top leader to know: For the smooth progress of the project, do you need?

The second sin: needs investigation is not complete

Any project, always the first there is a demand, then there is the project. Clear business needs, as if runners, wear spiked shoes to run a marathon, even if the spikes no matter how good, they can not ran a good track record, finally, can only be a foot grind Xuepao and brought this upon ourselves.

Research needs to do a pretty good idea, CIO senior leadership must first understand the purpose of information technology projects, and they want to achieve. If leaders think it can not keep up production and management of enterprises, with sales, warehouse, finance, etc. out of touch, that CIO will know that the last set of ERP systems to improve management, rather than on the Invoicing, or OA system. Targeted, is the first step to success.

Second, we should bother to dig for the real workers, the potential demand. Employees the best understanding of operational procedures, a clear understanding of their needs. Be able to "virtual reality", to feel their work content, open open forum with employees, rather than staff handed him to look a complete response were not the real needs of workers reporting requirements.

Third, we must understand the needs of the amplification effect unclear. At the beginning of the staff and the CIO understand the difference between the demand may have only shown the "Start" line length so big, but when the project is completed, you may have will become a "PPD" segment so long, so , regardless of the initial stage of the project, or in progress, CIO must communicate with employees from time to time, confirm, reduce the demand for cognitive errors.

CIO's IT project failure seven deadly sins

If arrangements for staff to reflect difficulties in production planning, CIO obtain this information without further excavation in the end is what caused scheduling problems, we excitedly's go find yourself a set of scheduling systems as a result, can not be developed. The reason is that the enterprise is difficult to insert a single row of the production process are more: Sometimes, good morning just exclusive production planning, sales department will ask the other afternoon, the first production orders. And the existing scheduling system to insert a single production adaptability is poor, production planning must all row too. Therefore, CIO at the needs of our staff to reflect, do not stop there. To ask a why, so that as much as possible in order to reduce the two sides recognize the error.

The third sin: lack of lessons learned

Although failure is the mother of success, but failed, and did not know sum up, then the failure will continue.

On the one hand, CIO carrying out IT projects, and do not sum up the history of management problems. Few companies would previous business management, problems and solution 11 record, collate into books. Were found to be a problem to solve a problem, the problem after repeated similar mistakes.

On the other hand, CIO in the information technology and operation of the process of promoting a lack of summary. The project will run in the information process, will inevitably encounter some finally in sight. However, companies rarely conduct a special study lesson should be learned in order to reduce friction after the operation. CIO At this point, always liked when the role of firefighters to the fire, rather than fire. CIO information technology conference should be held regularly to listen to the staff to reflect and strive to achieve a similar error, friction and conflicts, and the next does not occur.

4th sin: will not compromise

Compromise, often considered a derogatory term. In fact, in the information technology projects, to learn to compromise, otherwise the project will go on an unlimited extension of ending.

① operation and actual operation of an ideal compromise between the

Any operation, all in accordance with standard procedures to follow, then the information system project is easier. The question is, in practice, often unexpected. As already made a purchase order sales orders, customer requests to change volume. Because the change in volume of orders related to production planning, Procurement quantities, or even the purchase price, production costs and other issues, according to the ideal operation is to re-adjust the various relevant parameters, but in practice, adjust the number of documents involved would be very complex. In actual operation, the change will increase the volume of orders as new orders, as inserted a single treatment. Since then, we can see that the ideal job sometimes, not necessarily able to meet the real needs of enterprises at this time, both sides should compromise, CIO must be able to seek truth from facts, the spirit of "peace of mind, effort, accurate and" principle, the program optimally.

② the compromise plan and actual progress of

Saying goes, the plan does not change fast. In the project to promote the process, there are too many factors that determine the progress of the project. At this point, CIO should according to the actual situation, the project adjustment. In case of difficulties, not be solved in a short time, you can temporarily abandoned; In the case of demand, it is very important, but also the basis for follow-up work, then the CIO should consider adjusting the project plan, the first solutions to current problems.

Fifth sins: lack of cost-benefit analysis

There are pre-legislation. As information technology investments with other investments is different from the returns are intangible, long-term. Therefore, we should pay more attention to cost-benefit analysis, can not be blindly input.

However, as CIO mostly for technology background, so most people do very little cost-benefit analysis is rarely involved in the budget and control costs. Invested more than expected to control, causing the project has become an important reason for the failure.

CIO is often in the project implementation process, it was found to be major difficulties than prior. When everything happened, can not return, companies can only "at all costs," the project strength. While the enterprise should give top priority to the "income" set aside.

6th sins: there is no good project management methods and tools

Without a good project methodology as a guide, making CIO, who can only do some utopian decision-making. These decisions are mostly made in accordance with the ideal, rather than from the actual situation in mind. Do not follow the method or line of mature and eventually just kept going around in circles in, confused, or do not know how to solve the problem encountered. This disorder, scattered approach, the project can not succeed.

Therefore, CIO should understand that use of project management methods and management tools. Such as the use of "brainstorming" to obtain the maximum demand for employees; the use of PROJECT and other project management tools to manage the project plan handy; the use of SWOT method to analyze the pros and cons pros and cons of the project process and so on.

The first seven deadly sins: poor communication between

The CIO has a technical background common problem in the hope that hard, the general lack of communication. The risk is no communication, if any one person or a team error led the project objectives, then it is easy to overlook the needs of other people or departments, it is possible to project onto a road of no return. Therefore, we must strengthen communication, improve teamwork, from the company as a whole in mind.

CIO in the project, we should play a role of linking role. To the next, the employees responsible for the real needs of their employees, detailed delivery to the project team; right on, this is the project team is responsible for, if the project is outsourced, that is, the external consultant, it should give consultants solution, to teach their employees to see if the program viability; same time, through staff, resources, coordination to ensure the progress of the project.

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