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TheRoutetoProjectSuccessDevelopedforEffatCollege,January2003DataManagementConsultancy©AliJawad,DataManagementConsultancy,2003TheRoutetoProjectSuccess©1CONTENTSIntroduction:FactsandFiguresaboutISsuccessandfailureWhatisanInformationSystemstrategyUnderstandingdifferenttypesofISprojectsProjectsuccessandfailureCONTENTSIntroduction:SESSIONONEIntroduction:Facts&FiguresaboutISprojectfailuresDefiningInformationSystemsStrategySESSIONONEIntroduction:IfbuildingconstructionhadthesameratioofcancellationsasITprojects,morethanhalfoftheofficebuildingsintheworldwhichwerelargerthan30storiestallwouldbeabandonedbeforecompletion."TheaverageheightofbuildingsinNewYorkCitywouldbeonlythreestoriesandtherewouldbenoskyscrapersatall."
AnInterestingFACTIfbuildingconstructionhadtProjectSuccessandFailures:
StatisticsTheRobbins-GioiaSurvey,USA.232surveyrespondentsfromdifferentindustriesincludinggovernment,IT,Communications,financial,utilities,andhealthcare:51%viewedtheirERPimplementationasunsuccessful
KPMG,Canada.Thesurveycovered1,450publicandprivatesectororganizations:Over61%oftheITprojectsthatwereanalyzedweredeemedtohavefailedProjectSuccessandFailures:
ProjectSuccessandFailures:
StatisticsTheChaosreport,USA.Thesurveycovered8,380applicationsthroughITexecutivemanagersinlarge,medium,andsmallcompaniesacrossmajorindustrysegments:banking,securities,manufacturing,insuranceandgovernmentorganizations:31%oftheprojectswillbecancelledbeforetheyevergetcompleted52.7%ofprojectswillcostover189%oftheiroriginalestimatesOnly16.2%ofsoftwarewerecompletedon-timeandon-budgetProjectSuccessandFailures:
Statisticcont.
TheOASIGstudy,UK.Samplebasedon45expertsemployedbyuniversitiesandconsultancies.Thebottomlineis:7outof10ITprojects“fail”insomeaspect.Seventy-fourpercentofallITprojectsfail,comeinoverbudgetorrunpasttheoriginaldeadline...28percentofprojectsfailaltogether.
Source:TheStandishGroupEveryyear,$75billionisspentonfailedITprojectsintheU.S.
Source:TheStandishGroupStatisticcont. SessionTwoSessionTwoDefiningInformationSystemsStrategyDefiningInformationSystemsSWhatisanInformationSystem?MaincomponentsTechnologyPeopleOrganization/businessDataWhatisanInformationSystem?StrategySimpledefinitionKnowingwherewearenow Knowingwherewewanttobe andknowingroughlyhowtogetthereStrategySimpledefinitionInformationSystemsStrategyBusinessstrategyInformationSystemsstrategyInformationTechnologystrategyWhereareweGoing,andwhy?Whatisneededtodoinordertoachievethebusinessobjectives?HowcanwedeliverThebusinessobjectives?InformationSystemsStrategyBu
SessionTwoDATA管理咨询公司做的PPT“项目致胜之道”（英文版）LetusunderstanddifferentkindsofISprojectsLetusunderstanddifferentkiWHYDOWEUSEIT?
?WHYDOWEUSEIT?
?DifferentKindsof
InformationSystemsSomecontribute-simpleefficiencySomecontribute-competitiveadvantageSomecontribute-relativelylittleSomearepurely-experimentalDifferentKindsof
InformationThereisaframeworkthatcanhelpustoorganizeourthoughts:Benefits WhatismostimportanttodoResources
WhatiscapableofbeingdoneRisks WhatislikelytosucceedThereisaframeworkthatcanTheApplicationsPortfolioStrategicHighPotentialKeyOperationalSupportEvolutionaryEffectivenessExploratoryEfficiencyTheApplicationsPortfolioStraApplicationPortfolio:
StrategicDrivingForces:FuturebusinessorcompetitiveadvantageExternalfactors(market,competition)Change!Examples:Salesforecastingsystem/studentintakeAPC-basedsystemusedbysalespeopletocapturebusinessnewcustomersLinkstosupplierforJust-In-TimedeliveryApplicationPortfolio:
StrategApplicationPortfolio:
KeyOperationalDrivingForces:CoreactivitiesofthebusinessIfthesystemfailsthebusinesshasimmediateandsignificantproblemsleadingtobusinessdisadvantage
HighqualityandeffectivedatamanagementExamples:ticketingsysteminanair-linecompanyproductionschedulinginamanufacturingcompanyApplicationPortfolio:
KeyOpeApplicationPortfolio:
SupportDrivingForces:PerformanceofspecificbusinesstasksProductivityorefficiencyimprovements–mainlyeconomicbenefitsToenableresources(people)tobeusedmoreappropriatelyTheyareNOTcriticaltothebusinessExamples:Generalaccounting,personnelrecord-keeping,expensereportingsystem,etc.OftenusingspreadsheetsandpackagedsoftwaretosatisfymostneedsApplicationPortfolio:
SupportApplicationPortfolio:
HighPotentialDrivingForces:AnewbusinessideaortechnologyopportunityBenefitsareunknownNeedtodemonstratevalueNottoolongortoocostlyPrototypeExamples:TheevaluationofimageprocessingtechnologyfordocumentmanagementThefeasibilityifusingexpertsystemstomodelthebehaviorofcompetitorsApplicationPortfolio:
HighPoTheApplicationsPortfolioTimeQualityCostTheApplicationsPortfolioTimeTheApplicationsPortfolio(TQM)StrategicHighPotentialKeyOperationalSupportTimeQuality CostR&Dprojects(whattypeofbenefits?)Time
Quality CostTimeQuality
Cost
TheApplicationsPortfolio(TQIsYourProject:
StrategicKeyOperationalSupportHighPotential?IsYourProject:Strategic?TheApplicationsPortfolio(TQM)StrategicHighPotentialKeyOperationalSupportBANNERTheApplicationsPortfolio(TQ
SessionthreeDATA管理咨询公司做的PPT“项目致胜之道”（英文版）Success&Failure:FactorsProjectlifeCycleMeasuresSuccess&Failure:WhyDoITProjectsFail?
?WhyDoITProjectsFail?
?CategoriesTechnologyHardware/software/networkManagementOrganization,projectPeopleManagement,users,ITDataAvailabilityandvalidityCategoriesTechnology40CriticalSuccessFactorsTechnologyFactors:EaseofuseEnhancibilityCurrenttechnologyProventechnologyOpennessofthesystem(OSI)Off-the-Shelf40CriticalSuccessFactorsTecCSFSManagementFactors(organization):ClarityofbusinessobjectivesOrganizationalstructureInternalCommunicationOrganizationpreviousITexperienceISstrategyITstandardsISchampionSufficiencyoffinancialresourcesGovernmentgeneralregulationsCSFSManagementFactors(organiCSFSManagementFactors(project):RealisticprojectobjectiveAccuratestatementofrequirementsStableuserrequirementsSufficienttimeforcompletionConsideringhiddencostsUsertrainingTechnicaltrainingProjectmanagerCSFSManagementFactors(projecCSFSManagementFactors:ProjectmanagementmethodologyUseofindependentconsultantSupplieranalysisSuppliercompetenceClient-supplierrelationshipContracttermsPilotingtheprojectFeasibilitystudyCSFSManagementFactors:CSFSPeopleFactors:TopmanagementITawarenessITmanagersbusinessunderstandingITstafftechnicalcapabilitiesUsermaturityUseracceptanceUserinvolvementTopmanagementsupportCSFSPeopleFactors:CSFSDataFactors:DataavailabilityDatavalidityCSFSDataFactors:CriticalSuccessFactors
TechnologyVs.Non-TechnologyNon-Technology85%Technology15%CriticalSuccessFactors
TechnSessionFourSessionFourProjectLifeCycleProjectLifeCycleProjectLifeCycleInitiationImplementationServiceProjectLifeCycleProjectLifeCyclePhase1:Initiation-Recognitionofaneed-Specificationofrequirements-Invitationtosupply-Evaluationofoffers-Adoptiondecision-SelectionPhase2:
Implementation-Systemdesign-Systemdevelopment-Training-Installation-Testing-AcceptancePhase1:Service-Delivery-ImpactontheorganizationorindividualsSigningthecontractwiththesupplierAcceptancetestProjectLifeCyclePhase1:IniSuccess&FailureSuccessMeasuresSuccess&FailureSuccessMeasuWhatisSuccess??WhatisSuccess??SuccessMeasuresElementstobeconsideredPeopleperceptionNatureoftheprojectPhaseoftheprojectSuccessMeasuresElementstobe8SuccessMeasuresBusinessfeasibilityTechnicalfeasibilityOn-timeWithinBudgetSystemperformanceUsersatisfactionImpact(organization&individuals)Actualuse8SuccessMeasuresBusinessfeaSuccessMeasures&ProjectLifeCycleDATA管理咨询公司做的PPT“项目致胜之道”（英文版）SuccessMeasuresServiceUsersatisfactionImpactontheorganizationandindividualsActualuseInitiationBusinessfeasibilityTechnicalfeasibilityImplementationOn-timeWithinBudgetSystemperformanceSuccessMeasuresServiceInitiatSynthesis:
ProjectSuccessModelCriticalSuccessFactorsProjectLifeCycleSuccessMeasuresSynthesis:
ProjectSuccessModProjectSuccessModelInitiationPhaseSuccessmeasures-Businessfeasibility-TechnicalfeasibilitySuperfactors1.Stablerequirements2.Projectmanagementmethodology3.Realisticprojectobject4.ClarityofbusinessobjectivesImplementationPhaseSuccessmeasures-Completionontime-Completionwithinbudget-SystemperformanceSuperfactors1.Suppliercompetence2.Off-the-shelf3.Client-supplierrelationship4.Easeofuse5.Useracceptance6.Consideringhiddencost7.EnhancibilityofthesystemServicePhaseSuccessmeasures-Impact-Usersatisfaction-ActualuseSuperfactors1.Indigenousskilllevel2.Easeofuse3.Usertraining4.Projectobjective5.ISstrategy6.Suppliercompetence7.ProventechnologyProjectSuccessModelInitiatioHowdoesthisapplytoYOURproject?HowdoesthisapplytoYOURprEndDataManagementConsultancyPOBox244,P.C.114,Jabroo,OmanTelephone+968787136Fax(968)607131Email:ajawad@.om©AliJawad,DataManagementConsultancy,2003EndDataManagementConsultancy51TheRoutetoProjectSuccessDevelopedforEffatCollege,January2003DataManagementConsultancy©AliJawad,DataManagementConsultancy,2003TheRoutetoProjectSuccess©52CONTENTSIntroduction:FactsandFiguresaboutISsuccessandfailureWhatisanInformationSystemstrategyUnderstandingdifferenttypesofISprojectsProjectsuccessandfailureCONTENTSIntroduction:SESSIONONEIntroduction:Facts&FiguresaboutISprojectfailuresDefiningInformationSystemsStrategySESSIONONEIntroduction:IfbuildingconstructionhadthesameratioofcancellationsasITprojects,morethanhalfoftheofficebuildingsintheworldwhichwerelargerthan30storiestallwouldbeabandonedbeforecompletion."TheaverageheightofbuildingsinNewYorkCitywouldbeonlythreestoriesandtherewouldbenoskyscrapersatall."
AnInterestingFACTIfbuildingconstructionhadtProjectSuccessandFailures:
StatisticsTheRobbins-GioiaSurvey,USA.232surveyrespondentsfromdifferentindustriesincludinggovernment,IT,Communications,financial,utilities,andhealthcare:51%viewedtheirERPimplementationasunsuccessful
KPMG,Canada.Thesurveycovered1,450publicandprivatesectororganizations:Over61%oftheITprojectsthatwereanalyzedweredeemedtohavefailedProjectSuccessandFailures:
ProjectSuccessandFailures:
StatisticsTheChaosreport,USA.Thesurveycovered8,380applicationsthroughITexecutivemanagersinlarge,medium,andsmallcompaniesacrossmajorindustrysegments:banking,securities,manufacturing,insuranceandgovernmentorganizations:31%oftheprojectswillbecancelledbeforetheyevergetcompleted52.7%ofprojectswillcostover189%oftheiroriginalestimatesOnly16.2%ofsoftwarewerecompletedon-timeandon-budgetProjectSuccessandFailures:
Statisticcont.
TheOASIGstudy,UK.Samplebasedon45expertsemployedbyuniversitiesandconsultancies.Thebottomlineis:7outof10ITprojects“fail”insomeaspect.Seventy-fourpercentofallITprojectsfail,comeinoverbudgetorrunpasttheoriginaldeadline...28percentofprojectsfailaltogether.
Source:TheStandishGroupEveryyear,$75billionisspentonfailedITprojectsintheU.S.
Source:TheStandishGroupStatisticcont. SessionTwoSessionTwoDefiningInformationSystemsStrategyDefiningInformationSystemsSWhatisanInformationSystem?MaincomponentsTechnologyPeopleOrganization/businessDataWhatisanInformationSystem?StrategySimpledefinitionKnowingwherewearenow Knowingwherewewanttobe andknowingroughlyhowtogetthereStrategySimpledefinitionInformationSystemsStrategyBusinessstrategyInformationSystemsstrategyInformationTechnologystrategyWhereareweGoing,andwhy?Whatisneededtodoinordertoachievethebusinessobjectives?HowcanwedeliverThebusinessobjectives?InformationSystemsStrategyBu
SessionTwoDATA管理咨询公司做的PPT“项目致胜之道”（英文版）LetusunderstanddifferentkindsofISprojectsLetusunderstanddifferentkiWHYDOWEUSEIT?
?WHYDOWEUSEIT?
?DifferentKindsof
InformationSystemsSomecontribute-simpleefficiencySomecontribute-competitiveadvantageSomecontribute-relativelylittleSomearepurely-experimentalDifferentKindsof
InformationThereisaframeworkthatcanhelpustoorganizeourthoughts:Benefits WhatismostimportanttodoResources
WhatiscapableofbeingdoneRisks WhatislikelytosucceedThereisaframeworkthatcanTheApplicationsPortfolioStrategicHighPotentialKeyOperationalSupportEvolutionaryEffectivenessExploratoryEfficiencyTheApplicationsPortfolioStraApplicationPortfolio:
StrategicDrivingForces:FuturebusinessorcompetitiveadvantageExternalfactors(market,competition)Change!Examples:Salesforecastingsystem/studentintakeAPC-basedsystemusedbysalespeopletocapturebusinessnewcustomersLinkstosupplierforJust-In-TimedeliveryApplicationPortfolio:
StrategApplicationPortfolio:
KeyOperationalDrivingForces:CoreactivitiesofthebusinessIfthesystemfailsthebusinesshasimmediateandsignificantproblemsleadingtobusinessdisadvantage
HighqualityandeffectivedatamanagementExamples:ticketingsysteminanair-linecompanyproductionschedulinginamanufacturingcompanyApplicationPortfolio:
KeyOpeApplicationPortfolio:
SupportDrivingForces:PerformanceofspecificbusinesstasksProductivityorefficiencyimprovements–mainlyeconomicbenefitsToenableresources(people)tobeusedmoreappropriatelyTheyareNOTcriticaltothebusinessExamples:Generalaccounting,personnelrecord-keeping,expensereportingsystem,etc.OftenusingspreadsheetsandpackagedsoftwaretosatisfymostneedsApplicationPortfolio:
SupportApplicationPortfolio:
HighPotentialDrivingForces:AnewbusinessideaortechnologyopportunityBenefitsareunknownNeedtodemonstratevalueNottoolongortoocostlyPrototypeExamples:TheevaluationofimageprocessingtechnologyfordocumentmanagementThefeasibilityifusingexpertsystemstomodelthebehaviorofcompetitorsApplicationPortfolio:
HighPoTheApplicationsPortfolioTimeQualityCostTheApplicationsPortfolioTimeTheApplicationsPortfolio(TQM)StrategicHighPotentialKeyOperationalSupportTimeQuality CostR&Dprojects(whattypeofbenefits?)Time
Quality CostTimeQuality
Cost
TheApplicationsPortfolio(TQIsYourProject:
StrategicKeyOperationalSupportHighPotential?IsYourProject:Strategic?TheApplicationsPortfolio(TQM)StrategicHighPotentialKeyOperationalSupportBANNERTheApplicationsPortfolio(TQ
SessionthreeDATA管理咨询公司做的PPT“项目致胜之道”（英文版）Success&Failure:FactorsProjectlifeCycleMeasuresSuccess&Failure:WhyDoITProjectsFail?
?WhyDoITProjectsFail?
?CategoriesTechnologyHardware/software/networkManagementOrganization,projectPeopleManagement,users,ITDataAvailabilityandvalidityCategoriesTechnology40CriticalSuccessFactorsTechnologyFactors:EaseofuseEnhancibilityCurrenttechnologyProventechnologyOpennessofthesystem(OSI)Off-the-Shelf40CriticalSuccessFactorsTecCSFSManagementFactors(organization):ClarityofbusinessobjectivesOrganizationalstructureInternalCommunicationOrganizationpreviousITexperienceISstrategyITstandardsISchampionSufficiencyoffinancialresourcesGovernmentgeneralregulationsCSFSManagementFactors(organiCSFSManagementFactors(project):RealisticprojectobjectiveAccuratestatementofrequirementsStableuserrequirementsSufficienttimeforcompletionConsideringhiddencostsUsertrainingTechnicaltrainingProjectmanagerCSFSManagementFactors(projecCSFSManagementFactors:ProjectmanagementmethodologyUseofindependentconsultantSupplieranalysisSuppliercompetenceClient-supplierrelationshipContracttermsPilotingtheprojectFeasibilitystudyCSFSManagementFactors:CSFSPeopleFactors:TopmanagementITawarenessITmanagersbusinessunderstandingITstafftechnicalcapabilitiesUsermaturityUseracceptanceUserinvolvementTopmanagementsupportCSFSPeopleFactors:CSFSDataFactors:DataavailabilityDatavalidityCSFSDataFactors:CriticalSuccessFactors
TechnologyVs.Non-TechnologyNon-Technology85%Technology15%CriticalSuccessFactors
TechnSessionFourSessionFourProjectLifeCycleProjectLifeCycleProjectLifeCycleInitiationImplementationServiceProjectLifeCycleProjectLifeCyclePhase1:Initiation-Recognitionofaneed-Specificationofrequirements-Invitationtosupply-Evaluationofoffers-Adoptiondecision-SelectionPhase2:
Implementation-Systemdesign-Systemdevelopment-Training-Installation-Testing-AcceptancePhase1:Service-Delivery-ImpactontheorganizationorindividualsSigningthecontractw
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