The BYOD trend is fueling large IT projects for most U.K. organizations, according to a survey of 141 IT pros conducted by Computer Weekly and TechTarget.
Top news for Oct. 28, 2013.
Recent project and company flops remind us all of the project manager's plight. Success brings a few attaboys, while failure brings recriminations, firings and bad press.
Management overkill can imperil an IT project as much as lack of management.
Always adept at pointing out the emperor's lack of clothing, InformationWeek's Chris Murphy does not disappoint in his skewering of the conventional ideas touted for promoting innovation. Take the contrarian position, he urges, and don't partner with business units, don't think big and don't treat innovation as if it were an election.
The writers' proposition is straightforward: The smaller the team, the fewer the number of interactions and the greater the manageability.
"Why Big IT Projects Always Go Wrong." That headline is from an article in The Guardian, in which writer John Naughton admonishes chief executives everywhere to expect minimal success from large-scale software projects. Drawing on the 1975 book, "The Mythical Man-Month," as well as more recent research out of Oxford, Naughton warns that only half of an IT project's anticipated benefits are likely to be achieved, and that the project will probably go 40 percent over budget.
It's one thing to manage projects and another thing to manage the people doing them. For ideas on how to keep track of team members' work, take a look at seven suggestions compiled by Jennifer Lonoff Schiff at CIO magazine.
Why are there so many perennial stumbling blocks to IT project success? Many of the reasons have less to do with technology and more to do with failures to communicate and accept accountability.
IT projects are notorious for creeping beyond their initial scope, running over budget and speeding past deadline.