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TheRoutetoProjectSuccessDevelopedforEffatCollege,January2003DataManagementConsultancy©AliJawad,DataManagementConsultancy,2003CONTENTSIntroduction:FactsandFiguresaboutISsuccessandfailureWhatisanInformationSystemstrategyUnderstandingdifferenttypesofISprojectsProjectsuccessandfailure©AliJawad,DataManagementConsultancy,2003SESSIONONEIntroduction:Facts&FiguresaboutISprojectfailuresDefiningInformationSystemsStrategy©AliJawad,DataManagementConsultancy,2003IfbuildingconstructionhadthesameratioofcancellationsasITprojects,morethanhalfoftheofficebuildingsintheworldwhichwerelargerthan30storiestallwouldbeabandonedbeforecompletion."TheaverageheightofbuildingsinNewYorkCitywouldbeonlythreestoriesandtherewouldbenoskyscrapersatall."

AnInterestingFACT©AliJawad,DataManagementConsultancy,2003ProjectSuccessandFailures:

StatisticsTheRobbins-GioiaSurvey,USA.232surveyrespondentsfromdifferentindustriesincludinggovernment,IT,Communications,financial,utilities,andhealthcare:51%viewedtheirERPimplementationasunsuccessful

KPMG,Canada.Thesurveycovered1,450publicandprivatesectororganizations:Over61%oftheITprojectsthatwereanalyzedweredeemedtohavefailed©AliJawad,DataManagementConsultancy,2003ProjectSuccessandFailures:

StatisticsTheChaosreport,USA.Thesurveycovered8,380applicationsthroughITexecutivemanagersinlarge,medium,andsmallcompaniesacrossmajorindustrysegments:banking,securities,manufacturing,insuranceandgovernmentorganizations:31%oftheprojectswillbecancelledbeforetheyevergetcompleted52.7%ofprojectswillcostover189%oftheiroriginalestimatesOnly16.2%ofsoftwarewerecompletedon-timeandon-budget©AliJawad,DataManagementConsultancy,2003Statisticcont.

TheOASIGstudy,UK.Samplebasedon45expertsemployedbyuniversitiesandconsultancies.Thebottomlineis:7outof10ITprojects“fail”insomeaspect.Seventy-fourpercentofallITprojectsfail,comeinoverbudgetorrunpasttheoriginaldeadline...28percentofprojectsfailaltogether.

Source:TheStandishGroupEveryyear,$75billionisspentonfailedITprojectsintheU.S.

Source:TheStandishGroup©AliJawad,DataManagementConsultancy,2003SessionTwo©AliJawad,DataManagementConsultancy,2003DefiningInformationSystemsStrategy©AliJawad,DataManagementConsultancy,2003WhatisanInformationSystem?MaincomponentsTechnologyPeopleOrganization/businessData©AliJawad,DataManagementConsultancy,2003StrategySimpledefinitionKnowingwherewearenowKnowingwherewewanttobeandknowingroughlyhowtogetthere©AliJawad,DataManagementConsultancy,2003InformationSystemsStrategyBusinessstrategyInformationSystemsstrategyInformationTechnologystrategyWhereareweGoing,andwhy?Whatisneededtodoinordertoachievethebusinessobjectives?HowcanwedeliverThebusinessobjectives?©AliJawad,DataManagementConsultancy,2003SessionTwo©AliJawad,DataManagementConsultancy,2003LetusunderstanddifferentkindsofISprojects©AliJawad,DataManagementConsultancy,2003WHYDOWEUSEIT??©AliJawad,DataManagementConsultancy,2003DifferentKindsofInformationSystemsSomecontribute-simpleefficiencySomecontribute-competitiveadvantageSomecontribute-relativelylittleSomearepurely-experimental©AliJawad,DataManagementConsultancy,2003Thereisaframeworkthatcanhelpustoorganizeourthoughts:BenefitsWhatismostimportanttodoResourcesWhatiscapableofbeingdoneRisksWhatislikelytosucceed©AliJawad,DataManagementConsultancy,2003TheApplicationsPortfolioStrategicHighPotentialKeyOperationalSupportEvolutionaryEffectivenessExploratoryEfficiency©AliJawad,DataManagementConsultancy,2003ApplicationPortfolio:StrategicDrivingForces:FuturebusinessorcompetitiveadvantageExternalfactors(market,competition)Change!Examples:Salesforecastingsystem/studentintakeAPC-basedsystemusedbysalespeopletocapturebusinessnewcustomersLinkstosupplierforJust-In-Timedelivery©AliJawad,DataManagementConsultancy,2003ApplicationPortfolio:KeyOperationalDrivingForces:CoreactivitiesofthebusinessIfthesystemfailsthebusinesshasimmediateandsignificantproblemsleadingtobusinessdisadvantageHighqualityandeffectivedatamanagementExamples:ticketingsysteminanair-linecompanyproductionschedulinginamanufacturingcompany©AliJawad,DataManagementConsultancy,2003ApplicationPortfolio:SupportDrivingForces:PerformanceofspecificbusinesstasksProductivityorefficiencyimprovements––mainlyeconomicbenefitsToenableresources(people)tobeusedmoreappropriatelyTheyareNOTcriticaltothebusinessExamples:Generalaccounting,personnelrecord-keeping,expensereportingsystem,etc.Oftenusingspreadsheetsandpackagedsoftwaretosatisfymostneeds©AliJawad,DataManagementConsultancy,2003ApplicationPortfolio:HighPotentialDrivingForces:AnewbusinessideaortechnologyopportunityBenefitsareunknownNeedtodemonstratevalueNottoolongortoocostlyPrototypeExamples:TheevaluationofimageprocessingtechnologyfordocumentmanagementThefeasibilityifusingexpertsystemstomodelthebehaviorofcompetitors©AliJawad,DataManagementConsultancy,2003TheApplicationsPortfolioTimeQualityCost©AliJawad,DataManagementConsultancy,2003TheApplicationsPortfolio(TQM)StrategicHighPotentialKeyOperationalSupportTimeQualityCostR&Dprojects(whattypeofbenefits?)TimeQualityCostTimeQualityCost©AliJawad,DataManagementConsultancy,2003IsYourProject:StrategicKeyOperationalSupportHighPotential?©AliJawad,DataManagementConsultancy,2003TheApplicationsPortfolio(TQM)StrategicHighPotentialKeyOperationalSupportBANNER©AliJawad,DataManagementConsultancy,2003Sessionthree©AliJawad,DataManagementConsultancy,2003Success&Failure:FactorsProjectlifeCycleMeasures©AliJawad,DataManagementConsultancy,2003WhyDoITProjectsFail??©AliJawad,DataManagementConsultancy,2003CategoriesTechnologyHardware/software/networkManagementOrganization,projectPeopleManagement,users,ITDataAvailabilityandvalidity©AliJawad,DataManagementConsultancy,200340CriticalSuccessFactorsTechnologyFactors:EaseofuseEnhancibilityCurrenttechnologyProventechnologyOpennessofthesystem(OSI)Off-the-Shelf©AliJawad,DataManagementConsultancy,2003CSFSManagementFactors(organization):ClarityofbusinessobjectivesOrganizationalstructureInternalCommunicationOrganizationpreviousITexperienceISstrategyITstandardsISchampionSufficiencyoffinancialresourcesGovernmentgeneralregulations©AliJawad,DataManagementConsultancy,2003CSFSManagementFactors(project):RealisticprojectobjectiveAccuratestatementofrequirementsStableuserrequirementsSufficienttimeforcompletionConsideringhiddencostsUsertrainingTechnicaltrainingProjectmanager©AliJawad,DataManagementConsultancy,2003CSFSManagementFactors:ProjectmanagementmethodologyUseofindependentconsultantSupplieranalysisSuppliercompetenceClient-supplierrelationshipContracttermsPilotingtheprojectFeasibilitystudy©AliJawad,DataManagementConsultancy,2003CSFSPeopleFactors:TopmanagementITawarenessITmanagersbusinessunderstandingITstafftechnicalcapabilitiesUsermaturityUseracceptanceUserinvolvementTopmanagementsupport©AliJawad,DataManagementConsultancy,2003CSFSDataFactors:DataavailabilityDatavalidity©AliJawad,DataManagementConsultancy,2003CriticalSuccessFactorsTechnologyVs.Non-TechnologyNon-Technology85%Technology15%©AliJawad,DataManagementConsultancy,2003SessionFour©AliJawad,DataManagementConsultancy,2003ProjectLifeCycle©AliJawad,DataManagementConsultancy,2003ProjectLifeCycleInitiationImplementationService©AliJawad,DataManagementConsultancy,2003ProjectLifeCyclePhase1:Initiation-Recognitionofaneed-Specificationofrequirements-Invitationtosupply-Evaluationofoffers-Adoptiondecision-SelectionPhase2:Implementation-Systemdesign-Systemdevelopment-Training-Installation-Testing-AcceptancePhase1:Service-Delivery-ImpactontheorganizationorindividualsSigningthecontractwiththesupplierAcceptancetest©AliJawad,DataManagementConsultancy,2003Success&FailureSuccessMeasures©AliJawad,DataManagementConsultancy,2003WhatisSuccess??©AliJawad,DataManagementConsultancy,2003SuccessMeasuresElementstobeconsideredPeopleperceptionNatureoftheprojectPhaseoftheproject©AliJawad,DataManagementConsultancy,20038SuccessMeasuresBusinessfeasibilityTechnicalfeasibilityOn-timeWithinBudgetSystemperformanceUsersatisfactionImpact(organization&individuals)Actualuse©AliJawad,DataManagementConsultancy,2003SuccessMeasures&ProjectLifeCycle©AliJawad,DataManagementConsultancy,2003SuccessMeasuresServiceUsersatisfactionImpactontheorganizationandindividualsActualuseInitiationBusinessfeasibilityTechnicalfeasibilityImplementationOn-timeWithinBudgetSystemperformance©AliJawad,DataManagementConsultancy,2003Synthesis:ProjectSuccessModelCriticalSuccessFactorsProjectLifeCycleSuccessMeasures©AliJawad,DataManagementConsultancy,2003ProjectSuccessModelInitiationPhaseSuccessmeasures-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.Proventechnology©AliJawad,DataManagementConsultancy,2003HowdoesthisapplytoYOURproject?©AliJawad,DataManagementConsultancy,2003EndDataManagementConsultancyPOBox244,P.C.114,Jabroo,OmanTelephone+968787136Fax(968)607131Email:ajawad@.om©AliJawad,DataManagementConsultancy,20039、静夜四无邻邻，荒居旧业业贫。。12月-2212月-22Tuesday,December20,202210、雨中中黄叶叶树，，灯下下白头头人。。。17:51:3417:51:3417:5112/20/20225:51:34PM11、以我独独沈久，，愧君相相见频。。。12月-2217:51:3417:51Dec-2220-Dec-2212、故人江江海别，，几度隔隔山川。。。17:51:3417:51:3417:51Tuesday,December20,202213、乍乍见见翻翻疑疑梦梦，，相相悲悲各各问问年年。。。。12月月-2212月月-2217:51:3417:51:34December20,202214、他乡乡生白白发，，旧国国见青青山。。。20十十二二月20225:51:34下下午17:51:3412月月-2215、比不了得得就不比，，得不到的的就不要。。。。十二月225:51下下午12月-2217:51December20,202216、行动出成成果，工作作出财富。。。2022/12/2017:51:3417:51:3420December202217、做前，能能够环视四四周；做时时，你只能能或者最好好沿着以脚脚为起点的的射线向前前。。5:51:34下下午5:51下下午17:51:3412月-229、没有失失败，只只有暂时时停止成成功！。。12月-2212月-22Tuesday,December20,202210、很多事事情努力力了未必必有结果果，但是是不努力力却什么么改变也也没有。。。17:51:3417:51:3417:5112/20/20225:51:34PM11、成功功就是是日复复一日日那一一点点点小小小努力力的积积累。。。12月月-2217:51:3417:51Dec-2220-Dec-2212、世间间成事事，不不求其其绝对对圆满满，留留一份份不足足，可可得无无限完完美。。。17:51:3417:51:3417:51Tuesday,December20,202213、不知香香积寺，，数里入入云峰。。。12月-2212月-2217:51:3417:51:34December20,202214、意志坚强强的人能把把世界放在在手中像泥泥块一样任任意揉捏