TY - GEN
T1 - System implementation strategies a case study in re-engineering a project
AU - Mikruk, John P.
AU - Sauser, Brian
PY - 2006
Y1 - 2006
N2 - A Standish Group study tracking U.S. project outcomes showed that from 1994 to 2000 the number of failed projects rose by 18%, while overall project growth exceeded 60%. More alarming are recent estimates of IT projects showing that IT project failure rates exceed 80%. These failures represent a growing belief that as a discipline we still do not fully understand how to manage projects, or are incorrectly measuring their success. In this paper we will present a case study that demonstrates how a complex, multi-(regionally, culturally) deteriorating IT project was reengineered for success. The project scope involved the implementation of various components of a financial system in a Fortune 500 company. We will discuss the project methodologies employed at project commencement and potential failure indicators prior and during the project. We will outline the key changes; single point of overall project management, process improvements, and escalation procedures to facilitate proper visibility and faster resolution of issues, incorporated to re-engineer this project. We intend the information presented will engage people into re-evaluating their concepts on project management, evaluate processes differently, engage critical thinking and promote an awareness of techniques and strategies that can be incorporated into project management.
AB - A Standish Group study tracking U.S. project outcomes showed that from 1994 to 2000 the number of failed projects rose by 18%, while overall project growth exceeded 60%. More alarming are recent estimates of IT projects showing that IT project failure rates exceed 80%. These failures represent a growing belief that as a discipline we still do not fully understand how to manage projects, or are incorrectly measuring their success. In this paper we will present a case study that demonstrates how a complex, multi-(regionally, culturally) deteriorating IT project was reengineered for success. The project scope involved the implementation of various components of a financial system in a Fortune 500 company. We will discuss the project methodologies employed at project commencement and potential failure indicators prior and during the project. We will outline the key changes; single point of overall project management, process improvements, and escalation procedures to facilitate proper visibility and faster resolution of issues, incorporated to re-engineer this project. We intend the information presented will engage people into re-evaluating their concepts on project management, evaluate processes differently, engage critical thinking and promote an awareness of techniques and strategies that can be incorporated into project management.
KW - It
KW - Project management
KW - Systems engineering management
UR - http://www.scopus.com/inward/record.url?scp=84879828039&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84879828039&partnerID=8YFLogxK
M3 - Conference contribution
AN - SCOPUS:84879828039
SN - 9781604237146
T3 - 27th Annual National Conference of the American Society for Engineering Management 2006 - Managing Change: Managing People and Technology in a Rapidly Changing World, ASEM 2006
SP - 553
EP - 556
BT - 27th Annual National Conference of the American Society for Engineering Management 2006 - Managing Change
T2 - 27th Annual National Conference of the American Society for Engineering Management 2006 - Managing Change: Managing People and Technology in a Rapidly Changing World, ASEM 2006
Y2 - 25 October 2006 through 28 October 2006
ER -