Risk Management for IT Projects
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A01=Bennet Lientz
A01=Lee Larssen
Author_Bennet Lientz
Author_Lee Larssen
bee
business
Business Departments
Business Processes
Car Salespeople
Category=KJMP
Category=KJQ
conversion
Daisy Wheel
Daisy Wheel Printer
data
Data Conversion
early detection of project issues
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eq_isMigrated=1
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ERP
ERP Implementation
Face To Face
Follow
Held
High Management Expectations
Idiot Light
information systems risk
Issues Database
IT project coordination
Junior Project Leader
leader
Multiple Project Analysis
Ok
organisational change resistance
process
project failure analysis
Project Leader
queen
Queen Bee
Quick Hits
rule
Senior Project Leader
Senior Users
shadow
Shadow Systems
software implementation challenges
Software Vendors
system
vendor management strategies
Vendor Staff
Product details
- ISBN 9780750682312
- Weight: 650g
- Dimensions: 152 x 229mm
- Publication Date: 02 May 2006
- Publisher: Taylor & Francis Ltd
- Publication City/Country: GB
- Product Form: Paperback
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The rate of failure of IT projects has remained little changed in survey after survey over the past 15-20 years—over 40-50%. This has happened in spite of new technology, innovative methods and tools, and different management methods. Why does this happen? Why can’t the situation be better? One reason is that many think of each IT effort as unique. In reality many IT projects are very similar at a high, strategic level. Where they differ is in the people and exact events—the detail. If you read the literature or have been in information systems or IT for some time, you have seen the same reasons for failure and the same problems and issues recur again and again.
In this book IT Management experts Ben Lientz and Lee Larssen show you how to identify and track the recurring issues leading to failure in IT projects and provide a proven, modern method for addressing them. By following the recommendations in this books readers can significantly reduce the risk of IT failures and increase the rate of success. Benefits of using this approach:
• Issues are identified earlier—giving more time for solution and action.
• Issues are resolved more consistently since the approach tracks on their repetition.
• You get an early warning of problems in IT work—before the budget or schedule fall apart.
• Management tends to have more realistic expectations with an awareness of issues.
• Users and managers have greater confidence in IT due to the improved handling of issues.
• Since the number of issues tends to stabilize in an organization, the IT organization and management get better at detecting, preventing, and dealing with issues over time—cumulative improvement.
• Giving attention to issues make users more realistic in their requests and acts to deter requirement changes and scope creep.
Bennet Lientz has taught and consulted on project management for the past 28 years to more than 5000 people. He developed the concept of the management critical path, acted as project manager of the Internet, and turned around 10 failing projects. This Second Edition is Lientz' seventh book; he has also written more than 25 articles in various areas of project management. Lee Larssen has served as a business and IT manager and consultant for the past twenty-five years. She has extensive hands-on experience in the following areas: * Business process outsourcing for manufacturing, distribution, marketing, and logistics * Strategic planning for business units in manufacturing and distribution * IT outsourcing in the areas of systems operations, networking, system development, software package implementation, and systems support * IT management- managed groups of up to 150 employees * Coordinated the implementation of three major ERP systems * Implemented E-Business with suppliers for seven organizations * Developed and implemented score card measurements for IT and business processes * Management process improvement efforts for over a ten year period Education: * B.A., fine arts, Massachusetts Institute of Fine Arts, 1962 * M.A., mathematics, Oxford University, 1968 Positions Held: * Consultant in process improvement and IT to over forty firms in Asia, Latin America, Australia, and Europe in the following industries, 1999-present - Manufacturing - Distribution - Logistics - Marketing - Power generation and distribution - Banking - Insurance - Natural resource development * Served as project management for implementing modules of SAP and Peoplesoft in five firms * Manager, Operations, Toyota Automotive Group, 1979- 1999 * Consultant as IT manager to firms, 1974-1979 - Graphic arts - Sports management - Distribution - Marketing
