Bubbles atop freshly brewed coffee in a french press. (c) Salimfadhley (CC BY SA 3.0)

Why IT Projects Fail, part 1

E. Forrest Christian Computers/IT, Project Management Leave a Comment

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.

Image Credit: Bubbles atop freshly brewed coffee in a french press. © Salimfadhley (CC BY-SA 3.0)

About the Author

Forrest Christian

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E. Forrest Christian is a consultant, coach, author, trainer and speaker at The Manasclerk Company who helps managers and experts find insight and solutions to what seem like insolvable problems. Cited for his "unique ability and insight" by his clients, Forrest has worked with people from almost every background, from artists to programmers to executives to global consultants. Forrest lives and works plain view of North Carolina's Mount Baker.  [contact]

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