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TheRoutetoProjectSuccessDevelopedforEffatCollege,January2003DataManagementConsultancy?AliJawad,DataManagementConsultancy,2003CONTENTSIntroduction:FactsandFiguresaboutISsuccessandfailureWhatisanInformationSystemstrategyUnderstandingdifferenttypesofISprojectsProjectsuccessandfailureSESSIONONEIntroduction:Facts&FiguresaboutISprojectfailuresDefiningInformationSystemsStrategyIfbuildingconstructionhadthesameratioofcancellationsasITprojects,morethanhalfoftheofficebuildingsintheworldwhichwerelargerthan30storiestallwouldbeabandonedbeforecompletion."TheaverageheightofbuildingsinNewYorkCitywouldbeonlythreestoriesandtherewouldbenoskyscrapersatall."

AnInterestingFACTProjectSuccessandFailures:

StatisticsTheRobbins-GioiaSurvey,USA.232surveyrespondentsfromdifferentindustriesincludinggovernment,IT,Communications,financial,utilities,andhealthcare:51%viewedtheirERPimplementationasunsuccessful

KPMG,Canada.Thesurveycovered1,450publicandprivatesectororganizations:Over61%oftheITprojectsthatwereanalyzedweredeemedtohavefailedProjectSuccessandFailures:

StatisticsTheChaosreport,USA.Thesurveycovered8,380applicationsthroughITexecutivemanagersinlarge,medium,andsmallcompaniesacrossmajorindustrysegments:banking,securities,manufacturing,insuranceandgovernmentorganizations:31%oftheprojectswillbecancelledbeforetheyevergetcompleted52.7%ofprojectswillcostover189%oftheiroriginalestimatesOnly16.2%ofsoftwarewerecompletedon-timeandon-budgetStatisticcont.

TheOASIGstudy,UK.Samplebasedon45expertsemployedbyuniversitiesandconsultancies.Thebottomlineis:7outof10ITprojects“fail”insomeaspect.Seventy-fourpercentofallITprojectsfail,comeinoverbudgetorrunpasttheoriginaldeadline...28percentofprojectsfailaltogether.

Source:TheStandishGroupEveryyear,$75billionisspentonfailedITprojectsintheU.S.

Source:TheStandishGroupSessionTwoDefiningInformationSystemsStrategyWhatisanInformationSystem?MaincomponentsTechnologyPeopleOrganization/businessDataStrategySimpledefinitionKnowingwherewearenowKnowingwherewewanttobeandknowingroughlyhowtogetthereInformationSystemsStrategyBusinessstrategyInformationSystemsstrategyInformationTechnologystrategyWhereareweGoing,andwhy?Whatisneededtodoinordertoachievethebusinessobjectives?HowcanwedeliverThebusinessobjectives?SessionTwoLetusunderstanddifferentkindsofISprojectsWHYDOWEUSEIT??DifferentKindsofInformationSystemsSomecontribute-simpleefficiencySomecontribute-competitiveadvantageSomecontribute-relativelylittleSomearepurely-experimentalThereisaframeworkthatcanhelpustoorganizeourthoughts:BenefitsWhatismostimportanttodoResourcesWhatiscapableofbeingdoneRisksWhatislikelytosucceedTheApplicationsPortfolioStrategicHighPotentialKeyOperationalSupportEvolutionaryEffectivenessExploratoryEfficiencyApplicationPortfolio:StrategicDrivingForces:FuturebusinessorcompetitiveadvantageExternalfactors(market,competition)Change!Examples:Salesforecastingsystem/studentintakeAPC-basedsystemusedbysalespeopletocapturebusinessnewcustomersLinkstosupplierforJust-In-TimedeliveryApplicationPortfolio:KeyOperationalDrivingForces:CoreactivitiesofthebusinessIfthesystemfailsthebusinesshasimmediateandsignificantproblemsleadingtobusinessdisadvantageHighqualityandeffectivedatamanagementExamples:ticketingsysteminanair-linecompanyproductionschedulinginamanufacturingcompanyApplicationPortfolio:SupportDrivingForces:PerformanceofspecificbusinesstasksProductivityorefficiencyimprovements––mainlyeconomicbenefitsToenableresources(people)tobeusedmoreappropriatelyTheyareNOTcriticaltothebusinessExamples:Generalaccounting,personnelrecord-keeping,expensereportingsystem,etc.OftenusingspreadsheetsandpackagedsoftwaretosatisfymostneedsApplicationPortfolio:HighPotentialDrivingForces:AnewbusinessideaortechnologyopportunityBenefitsareunknownNeedtodemonstratevalueNottoolongortoocostlyPrototypeExamples:TheevaluationofimageprocessingtechnologyfordocumentmanagementThefeasibilityifusingexpertsystemstomodelthebehaviorofcompetitorsTheApplicationsPortfolioTimeQualityCostTheApplicationsPortfolio(TQM)StrategicHighPotentialKeyOperationalSupportTimeQualityCostR&Dprojects(whattypeofbenefits?)TimeQualityCostTimeQualityCostIsYourProject:StrategicKeyOperationalSupportHighPotential?TheApplicationsPortfolio(TQM)StrategicHighPotentialKeyOperationalSupportBANNERSessionthreeSuccess&Failure:FactorsProjectlifeCycleMeasuresWhyDoITProjectsFail??CategoriesTechnologyHardware/software/networkManagementOrganization,projectPeopleManagement,users,ITDataAvailabilityandvalidity40CriticalSuccessFactorsTechnologyFactors:EaseofuseEnhancibilityCurrenttechnologyProventechnologyOpennessofthesystem(OSI)Off-the-ShelfCSFSManagementFactors(organization):ClarityofbusinessobjectivesOrganizationalstructureInternalCommunicationOrganizationpreviousITexperienceISstrategyITstandardsISchampionSufficiencyoffinancialresourcesGovernmentgeneralregulationsCSFSManagementFactors(project):RealisticprojectobjectiveAccuratestatementofrequirementsStableuserrequirementsSufficienttimeforcompletionConsideringhiddencostsUsertrainingTechnicaltrainingProjectmanagerCSFSManagementFactors:ProjectmanagementmethodologyUseofindependentconsultantSupplieranalysisSuppliercompetenceClient-supplierrelationshipContracttermsPilotingtheprojectFeasibilitystudyCSFSPeopleFactors:TopmanagementITawarenessITmanagersbusinessunderstandingITstafftechnicalcapabilitiesUsermaturityUseracceptanceUserinvolvementTopmanagementsupportCSFSDataFactors:DataavailabilityDatavalidityCriticalSuccessFactorsTechnologyVs.Non-TechnologyNon-Technology85%Technology15%SessionFourProjectLifeCycleProjectLifeCycleInitiationImplementationServiceProjectLifeCyclePhase1:Initiation-Recognitionofaneed-Specificationofrequirements-Invitationtosupply-Evaluationofoffers-Adoptiondecision-SelectionPhase2:Implementation-Systemdesign-Systemdevelopment-Training-Installation-Testing-AcceptancePhase1:Service-Delivery-ImpactontheorganizationorindividualsSigningthecontractwiththesupplierAcceptancetestSuccess&FailureSuccessMeasuresWhatisSuccess??SuccessMeasuresElementstobeconsideredPeopleperceptionNatureoftheprojectPhaseoftheproject8SuccessMeasuresBusinessfeasibilityTechnicalfeasibilityOn-timeWithinBudgetSystemperformanceUsersatisfactionImpact(organization&individuals)ActualuseSuccessMeasures&ProjectLifeCycleSuccessMeasuresServiceUsersatisfactionImpactontheorganizationandindividualsActualuseInitiationBusinessfeasibilityTechnicalfeasibilityImplementationOn-timeWithinBudgetSystemperformanceSynthesis:ProjectSuccessModelCriticalSuccessFactorsProjectLifeCycleSuccessMeasuresProjectSuccessModelInitiationPhaseSuccessmeasures-Businessfeasibility-TechnicalfeasibilitySuperfactors1.Stablerequirements2.Projectmanagementmethodology3.Realisticprojectobject4.ClarityofbusinessobjectivesImplementationPhaseSuccessmeasures-Completionontime-Completionwithinbudget-SystemperformanceSuperfactors1.Suppliercompetence2.Off-the-shelf3.Client-supplierrelationship4.Easeofuse5.Useracceptance6.Consideringhiddencost7.EnhancibilityofthesystemServicePhaseSuccessmeasures-Impact-Usersatisfaction-ActualuseSuperfactors1.Indigenousskilllevel2.Easeofuse3.Usertraining4.Projectobjective5.ISstrategy6.Suppliercompetence7.ProventechnologyHowdoesthisapplytoYOURproject?EndDataManagementConsultancyPOBox244,P.C.114,Jabroo,OmanTelephone+968787136Fax(968)607131Email:ajawad@.om?AliJawad,DataManagementConsultancy,20039、靜靜夜夜四四無(wú)無(wú)鄰鄰，，荒荒居居舊舊業(yè)業(yè)貧貧。。。。12月月-2212月月-22Tuesday,December20,202210、雨雨中中黃黃葉葉樹(shù)樹(shù)，，燈燈下下白白頭頭人人。。。。17:51:3517:51:3517:5112/20/20225:51:35PM11、以我獨(dú)沈久久，愧君相見(jiàn)見(jiàn)頻。。12月-2217:51:3517:51Dec-2220-Dec-2212、故人江海別別，幾度隔山山川。。17:51:3517:51:3517:51Tuesday,December20,202213、乍見(jiàn)翻翻疑夢(mèng)，，相悲各各問(wèn)年。。。12月-2212月-2217:51:3517:51:35December20,202214、他他鄉(xiāng)鄉(xiāng)生生白白發(fā)發(fā)，，舊舊國(guó)國(guó)見(jiàn)見(jiàn)青青山山。。。。20十十二二月月20225:51:35下下午午17:51:3512月月-2215、比比不不了了得得就就不不比比，，得得不不到到的的就就不不要要。。。。。。十二二月月225:51下下午午12月月-2217:51December20,202216、行動(dòng)出成果果，工作出財(cái)財(cái)富。。2022/12/2017:51:3517:51:3520December202217、做前，能夠夠環(huán)視四周；；做時(shí)，你只只能或者最好好沿著以腳為為起點(diǎn)的射線(xiàn)線(xiàn)向前。。5:51:35下午5:51下下午17:51:3512月-229、沒(méi)有失敗敗，只有暫暫時(shí)停止成成功！。12月-2212月-22Tuesday,December20,202210、很多事情情努力了未未必有結(jié)果果，但是不不努力卻什什么改變也也沒(méi)有。。。17:51:3517:51:3517:5112/20/20225:51:35PM11、成功就就是日復(fù)復(fù)一日那那一點(diǎn)點(diǎn)點(diǎn)小小努努力的積積累。。。12月-2217:51:3517:51Dec-2220-Dec-2212、世間成成事，不不求其絕絕對(duì)圓滿(mǎn)滿(mǎn)，留一一份不足足，可得得無(wú)限完完美。。。17:51:3517:51:3517:51Tuesday,December20,202213、不知香積積寺，數(shù)里里入云峰。。。12月-2212月-2217:51:3517:51:35December20,202214、意意志志堅(jiān)堅(jiān)強(qiáng)強(qiáng)的的人人能能把把世世界界放放在在手手中中像像泥泥塊塊一一樣樣任任意意揉揉捏捏。。20十十二二月月20225:51:35下下午午17:51:3512月月-2215、楚塞三三湘接，，荊門(mén)九九派通。。。。十二月225:51下午午12月-2217:51December20,202216、少年年十五五二十十時(shí)，，步行行奪得得胡馬馬騎。。。2022/12/2017:51:3517:51:3520December202217、空山山新雨雨后，，天氣氣晚來(lái)