Project success or failure shouldn’t rest solely on IT’s shoulders
By Lance Latham
If you have been in business for a while and paid attention, you probably have watched this scenario play out at least once, if not repeatedly. Companies commit huge sums of money and months, if not years, of team member resource time on an information technology initiative that’s supposed to save even more money in annual operating costs. Since it’s the IT department’s budget that usually funds these projects, IT management generally is tasked with leading the project. When an IT project runs long, goes over budget, and/or fails to deliver the promised benefits – including the anticipated bottom-line savings – it’s the IT department’s leadership and integrity that’s called into question. Thus begins the inevitable firestorm of blame, political infighting, finger pointing and overall damage that can hamper efforts to fix whatever went wrong on the project. If left to fester, unresolved feelings of mistrust from the first IT initiative can spill over into future projects, increasing the likelihood that these, too, may fail on one or more levels.
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