Computer Calamities

The University of CaliforniaBerkeley Extension

pmcdermott@msn.com

Copyright © 2007 Patrick McDermott

Field, Tom, “When Bad Things Happen to Good Projects”, in Glass, Robert L., Computing Calamities: Lessons Learned from Products, Projects, and Companies that Failed, Upper Saddle River, New Jersey: Prentice Hall PTR (0-13-082862-9), 1999.

Bad Things & Good Projects• Tom Field’s article “When Bad Things

Happen to Good Projects” lists

• The 7 Deadly Sins of Project Management– The ones most likely to help cause a failure

• 10 signs of an onrushing IS project failure• 4 Ways to spot impending doom• 3 criteria for canceling a project

The 7 Deadly Sins1. Mistaking half-baked ideas for viable projects

2. Dictating unrealistic project deadlines

3. Assigning underskilled project managers to high-complexity projects

4. Not ensuring solid business sponsorship

5. Failing to break projects into manageable "chunks"

6. Failing to institute a robust project process architecture

7. Not establishing a comprehensive project portfolio to track progress of ongoing projects

10 Signs of IS Failure1. Project managers don't understand users'

needs2. Scope is ill-defined 3. Project changes are managed poorly4. Chosen technology changes5. Business needs change 6. Deadlines are unrealistic 7. Users are resistant 8. Sponsorship is lost 9. Project lacks people with appropriate skills10.Best practices and lessons are ignored

How to Spot Impending Doom

“Warning! Warning!”

1. Benchmark goals aren't met

2. Unresolved issues outnumber deliverables

3. Communication breaks down within project team and with customers

4. Project costs escalate

When to Call IT Quits

“Let’s Call the Whole Thing Off”

1. When costs exceed business benefits

2. When deadlines continue to be missed

3. When technology and/or business needs evolve beyond project’s scope