...software project failure? June Verner NICTA Alexandria Sydney Australia june.vemer@nicta.com.au Jennifer Sampson NICTA Alexandria Sydney Australia jennifer.sampson@nicta.com.au Narciso Cerpa University olTalca Talca Chile n.cerpa@utalca.cl. It has been suggested that there is more than one reason for a software development project to fail. However, most of the literature that discusses project failure tends to be rather general, supplying us with lists of risk aod failure factors, and focusing on the negative business effects of the failure. Very little research has attempted an in-depth investigation of anum ber of failed projects to identify exactly what are the factors behind the failure. In this research we analyze data from 70 failed projects. This data provides us with practitioners' perspectives on 57 development and management factors for projects they considered were failures. Our results show that all projects we investigated suffered from numerous failure factors. For a single project the number of such factors ranges from 5 to 47. While there does not appear to be any overarching set of failure factors we discovered that all of the projects suffered from poor project management Most projects additionally suffered from organizational factors outside the project manager's control. We conclude with suggestions for minimizing the four most common failure factors. Abstract - Index terms software project failure, software project management, failure factors...
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...Doyne Mc Nally Project Failure Essay Title: International Airport Baggage Handling System Why the project was established: Denver International Airport, often called DIA, is an airport in Denver, Colorado. By land size, at 140 km2, it is the largest international airport in the United States, and the third largest international airport in the world. Back in late 1980’s the city of Denver felt they needed a larger airport to deal with the increasing amount of air traffic through the city, so they elected to construct a highly efficient, fully automated airport. The predicted passenger handling was an outstanding 50 million annually. It was envisioned as a state of the art airport mainly due to its luggage handling system. This system of automated baggage-handling would greatly reduce aircraft turnaround time. Faster turnaround meant more efficient operations and was a cornerstone of the airports competitive advantage. Project Sponsors and Stakeholders: The Airport Project Management team on behalf of the City of Denver was the major stakeholder but funding was also received from United and Continental Airlines as they would eventually use terminals as major hubs for their respective organisations. The company BAE Automated systems was employed by DIA to design a conveyor system to meet the airports needs. Ultimately the majority of funding came from the pockets of the citizens of Colorado. The overall cost of the project was $ Success Criteria: The airport's computerized...
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...IT Project Implementation Failures Mayelin Vargas HCS/483 03/01/2012 Michael Aiken University of Phoenix When implementing an IT project, many factors and indicators can play into failures of such a project. As seen in the case study of Memorial Health System, the CPOE implementation faced different issues indicating the project failure. In this paper, five reasons of project failure would be identified. It would show how these indicators manifested at Memorial Health System. I will describe what I have done differently to eliminate or minimize the effect of the indicator. Some of the reasons for project failure include; Organizational Baggage, Lack of Belief in the Project, Lack of Candor, Invisible Progress, and Failure to Respect Uncertainty. The first reason for project failure at Memorial was Organizational Baggage. When the Project was first introduced by Dryer and Roberts, a member asked if it was possible to finish this project on the time expected since they took two years just to set up emails at a previous project: therefore, previous project failures was still been questioned when it came to the timeline. The second reason for project failure at this organization was the lack of Belief in the project. Most individuals in the organization were opposed to the providers order entry system. When the IT project was first introduced many feared that the work -load would increment if verbal orders were substituted by computer entry orders. The third reason for...
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...|IT Project Implementation Failures | It Project Implementation Failures Before an IT project can begin, the acquisition process must be successful. Once the implementation process beings, however, many things can start to go wrong because there are many factors and people involved that may not work together. Although the acquisition process is very stressful and important too, the implementation of planning a project and choosing the right team to do the job is not always as easy as it sounds. As hard as it may be to effectively navigate through these potential failures, project failures such as the ones illustrated in the case study, Memorial Health System CPOE Implementation, can be evaded. At the beginning of the implementation process, Fred Dryer and Joe Roberts agreed and established a plan to get the CPOE system effectively enough for the staff and other employees to use. Stakeholders did not agree with Dryer and Roberts that this system would be meaningful and eventually disagreed with them. This must be a common problem with the implementation process, because it is very difficult to get so many people to work together cohesively. The organization undergoing the IT process must be a cohesive unit in believing in the project as well as being on the same page about what needs to happen. Since the stakeholders have too much power in the process, Roberts and Dryer left the project. The other project...
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...What is the typical IT implementation process? What are the roles and responsibilities involved in system implementation? The typical IT implementation process includes a few steps that need to be taken in order to fulfill the implementation of a new IT project. One of the first steps is selecting an implementation team which plans, coordinates, budgets, and manages all aspects of the new system that is being implemented (Wager, Lee, & Glaser, 2009). The implementation team must also determine the goals and objectives that they want to achieve with the selected system they are implementing. Next, is for the implementation team to develop and implement a project plan which would include major milestones, major tasks, available resources and budget, etc. (Wager, Lee, & Glaser, 2009). The plan includes but isn’t limited to six typical components such as workflow and analysis process, where the team evaluates and analyzes current processes and procedures. System installation is done by determining the system configurations, staff training, which includes training the staff, Conversion, which includes converting the data and testing the system, Communications; very important component where identification and addressing of problems and concerns are established, and lastly, Preparing for the go-live date, which is very important because this is where reporting of issues and correction of problems is done, this component should be done when there is low patient volume, and...
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...IT Project Implementation Failures Input your name here Health Care Information Systems /HCS483 Input instructors name here Input date here IT Project Implementation Failures When an organization implements new information technology systems there are many steps that an organization should follow. If the steps are not followed correctly an organization could leave out the necessary steps or try to make short-cuts resulting in failure of implementing the new information technology system. There are 5 main reasons that cause information technology system to fail, which includes poor clarity of the project, poor leadership, lack of candor in the organization, initiatives undernourishments, and implementing untested systems instead of using systems that have been proven to be successful. Poor Clarity It is extremely important that an organization clearly states what the new project is about and what is expected out of the employees paying close attention to providing everyone with the organizations goals when implementing the new information technology system. When an organization lacks clarity when implementing a new project the organization will have employees that do not understand the new project and how it will benefit the employees and the organization (Wager, 2007). Poor Leadership According to Wager (2007), “leaders are in charge of time management, organization, and planning as well as making sure that the budget is set to accomplish goals...
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...factors that play into failures of implementing an IT project. In this particular case study, Memorial Health System CPOE Implementation, there were noticeable barriers set in place that affected leadership and staff. In this paper, we will discuss the CPOE implementation barriers within the Memorial Health System and to determine possible methods to rise above these challenges. Any project or initiative is certain to have trouble if its objectives and purposes are unclear. Project Implementation Failures One of the problems present was the absence of vision shared within the organization between the physicians and management team. Staff worried their amount of would rise because CPOE systems would replace verbal orders with computer-entered orders by physicians. Dr. Mark Allen, one of the primary care physicians’ stated, “The hospital is trying to turn me into a $12-an-hour secretary, and they aren’t even paying me $12 an hour.” (Wager, Lee, & Glaser, 2009) The want to obtain a shared vision as a whole should have resulted in a demonstration of what the purpose of the CPOE initiative was intended to accomplish. The doctors that had not left went to the annual meeting and saw the release of the vendor’s most recent system and decided they wanted it for Memorial Health almost immediately. Another concern with the project was the leadership put into place by the board after Dryer and Roberts left Memorial Health, which were the two leading for CPOE. Projects that are viewed...
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...Homeland Security’s Virtual Fence Project Failure Introduction After September 11 2001, the Department of Homeland Security (DHS) was created. Part of the mission of the DHS is the responsibility to secure all borders and points from illegal entry. During 2004 the immigration debate was heating up in America and DHS had advocates wanting the border fence to be extended another 1300 miles and some were calling for it to be removed completely. As a fully integrated, intelligence-driven agency, CBP has established programs and built a layered strategy designed to transform border security and other mission critical functions. CBP’s focus is to put enhanced security tools into the hands of its officers and agents so they can accomplish their missions better (Schied, 2009). The Secure Border Initiative Network (SBInet) program was originally intended to facilitate the construction of an integrated border surveillance system comprised of cameras,...
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...IT Project Implementation Failures Shana Pardue HCS/483 July 18, 2011 Dr. Michael Solomon IT Project Implementation Failures “Many projects have been subject to considerable delay, increasing budget deficits, and in some cases, severely negative impacts on the quality and effectiveness of care” (Murray et al, 2011, p. 2). Memorial Health System (MHS) is dealing with lack of candor, lack of belief in the project, project complexity, inability to anticipate short-term disruptions, and lack of technology stability and maturity while implementing a clinician provider order entry (CPOE) system (University of Phoenix, n.d.). These potential failures can be avoided with proper planning and integration. Not realizing the complexity of the project is a failure that MHS made while implementing the CPOE program (Wager, Lee, & Glaser, 2009). MHS has eight hospitals with a minimum of 2,600 beds (University of Phoenix, n.d.). An alternate route to implementing into all eight sites at once would be to select one site to implement the program into. The needs at each site may be different due to locality and patients, so it would benefit all involved to handle each site separately. Lack of belief in the project is the next failure that MHS has dealt with (Wager, Lee, & Glaser, 2009). MHS has a lack of full support from the stakeholders (University of Phoenix, n.d.). “Projects that are viewed as illegitimate by a large portion of the people in an organization rarely succeed”...
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...It Project Implementation Failures Before an IT project can begin, the acquisition process must be successful. Once the implementation process beings, however, many things can start to go wrong because there are many factors and people involved that may not work together. Although the acquisition process is very stressful and important too, the implementation of planning a project and choosing the right team to do the job is not always as easy as it sounds. As hard as it may be to effectively navigate through these potential failures, project failures such as the ones illustrated in the case study, Memorial Health System CPOE Implementation, can be evaded. At the beginning of the implementation process, Fred Dryer and Joe Roberts agreed and established a plan to get the CPOE system effectively enough for the staff and other employees to use. Stakeholders did not agree with Dryer and Roberts that this system would be meaningful and eventually disagreed with them. This must be a common problem with the implementation process, because it is very difficult to get so many people to work together cohesively. The organization undergoing the IT process must be a cohesive unit in believing in the project as well as being on the same page about what needs to happen. Since the stakeholders have too much power in the process, Roberts and Dryer left the project. The other project failure demonstrates the difficulty of choosing the right team members and management personnel to effectively...
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...IT project implementation failures Annette HCS/483 March 16, 2015 Jose L. Rivera IT project implementation failures Introduction Memorial Health System is an eight-hospital health system in the Midwestern United States. The hospitals range in size from 200 to 700 beds. Four years ago, the health system began a board-approved computerized provider order entry (CPOE) implementation. The project was a major failure after having experienced poor support from leadership, a lack of appropriate resourcing, leadership and staffing changes, exceeding budget and time, and last minute changes to the scope of the project. There are processes that should be followed in an information system implementation. Not adhering to typical procedures can lead to project failure. This paper will describe reasons for failure, as well as ways to minimize project failure. IT Implementation. The typical information technology implementation process begins with an identification of a need. A committee can be formed and charged with finding a solution. This committee develops the project objectives including the methodology for selecting a system. Next, define the system goals and create a timeline for the committee activities. For example, the committee will be selecting a system for CPOE. The committee will meet weekly for the next eight weeks to create and document the goals of the project and what needs to occur at each step in the selection process. The committee then identifies...
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...IT Project Implementation Failures Nicole Abbott Irene Augusto Carmen Chavez-Angulo Daniel Lucas Jamie Rossignol Health Care Information Systems / 483 February 15, 2016 Ricky Delatte IT Project Implementation Failures What is the typical IT implementation process? What are the roles and responsibilities involved in system implementation? How did the process described in the case study fail to include the fundamental activities identified in Ch. 8 of Health Care Information Systems? The process that was used regarding the Memorial Health System case was not thought out properly. In this case study, the fundamental activities that were not included are workflow and analysis of the system. One thing that the organization failed to do was to review and evaluate the current system before they tried to implement a new one. To determine what would have been needed, they should have had employees sit down and analyze to make it easier. An analysis of the system is one of the most important things that need to be done. The eight hospitals that had launched this new system had started it on the same day. Like everything else, new systems always have flaws. The failure to analyze lead to the lack of end-user training which made the requirements that were missed more obvious. Even though they did an analysis, it wasn’t a proper one. Doctors and nurses could not log on to enter their orders which lead to patients waiting for their medication and tests. Ch. 16 of Health...
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...IT Project Implementation Failures The most common reason why IT projects are unsuccessful is because they do not meet the criteria, this includes: Is the project being delivered in the proper time frame set up, is the project over budget or under the budget set, and does the system work efficiently? There are very few projects that can successfully meet all three levels of the criteria all at once. There are several studies as to why the projects fail and some of the more common reason found are: I. Little User engagement- which has been identified as dangerous to several projects. Without proper usage on the daily basis, no one is truly committed to the new system. In order for any project to do, well management and employees should participate through the entire process. Time and effort has to be given by everyone because a new system is being implemented to a staff that is already busy. Management has to be responsible to keep supporting the project and make it a concise and clear that it is a priority. II. Unrealistic time scales- There are times where it can take a long time to establish a new procedure that the product that it was made to improve is no longer operational by the company. The way to elevate this is to make the time scale smaller for the project. The projects needs to be reviewed to ensure that the time scale is realistic so false expectation can be avoided. III. Uncontrolled changes in the scope- By ensuring that all the necessary components...
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...THE METHOD OF UTILIZING MORALS TO PROBLEM SOLVE. Maurice A. Bryant Franklin University THE METHOD OF UTILIZING MORALS TO PROBLEM SOLVE. Introduction I. What’s Morals Procedure: a. Recognize the Problem i. I identify the problem; gather all the information and fact to the issue. b. Creation a solution ii. I construct a plausible solution to alleviate the problem c. Evaluate the Proposal iii. Remain hypothetical to see if my proposal will eliminate or create other problems. II. How do we Approach? d. Utilitarian approach iv. Ponder various actions I will take v. Access the Pro’s and Con’s to chosen action vi. I choose the greater good with minimal repercussion e. Justice approach vii. This is when I take the same action regardless of position viii. Not to demonstrate favoritism f. Virtue approach ix. How do I become greater in dealing with this situation? x. Is my decision in this action going to enhance my community and others? III. My resolve comes from the answers to these questions. g. Which course of action develops moral virtues? h. Does this impetus the command good without showing prejudice? i. Does my action affect and respects the moral rights of the party? References Whitbeck, C. (1996). Ethics as design: Doing justice to moral problems. Hastings Center...
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...Software Project Failure and Solutions According to Krigsman, (2007) business-critical and services project are not completed on time, cost too much, contain a lot of defects and fail to satisfy the business requirements they set out to achieve. Clancy, (1995) states that United States spend more than $250 billion each year on approximately 175,000 IT development project of which most will fail and that software development projects are in chaos. This paper aim to explain the reason why a significant amount of software projects fail and what make software projects succeed by reviewing evidence from a few reports and surveys. Research conducted by Standish Group in 1995, shows that 31.1% of project will fail before they are completed and 52% of project will cost 189% of their original cost. On average only 16.2% of software projects are finish on time and on-budget and 9% of software projects are finish on time within budget for large companies. Similarly failure figures for project failure due to restarts, cost overruns, tie overruns were disheartening and to make things worst nothing change since then (Clancy, 1995). The Standish Group survey of IT executive manager reveals that user involvement, executive management support and clear statement of requirements are the three major reasons why project succeed. Incomplete requirements and lack of user involvement are the main opinion why projects are impaired, eventually cancelled and hence fail. Table 1: Some of...
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