Why IT Projects Fail, part 1
Right person, wrong job
We all too often ask people with little talent for managing projects and clients to do just that. We see those who have a great technical vision and expect them to also have the skills that we in management think are so easy. Unfortunately, just because a developer can be an architect defining the technical vision of a development project, doesn’t mean that he can lead the team. All too often management believes that the best person to manage a project is the technical master. And if he is managing a project, how is he maintaining his technical expertise.
The Wrong Projects
Companies will choose a massive set of projects to undertake simultaneously. Most of the time, these projects must succeed; the officers are betting the future health of the organization on it. It’s a bad bet: 90% of all IT projects don’t succeed in the eyes of the sponsors and a good 30% don’t even make it to the end of the project schedule.
