Following up on previously written about 4 important things in project management, this time I will try to paint some of the causes of the failure of the implementation of IT projects from some of the research has been conducted, including mapping the causes of the failure refers to the PMBOK by using the tools fishbone analysis.
1. The Bulls Survey (1998)
In 1998, a computer manufacturer and system integrators from the French, Bulls, conducted the survey on the factors that cause the failure of the implementation of the project for the company's internal needs. Results from this study emphasized the importance of communication in the project, planning a mature and quality control to the standard set.
2. The KPMG Survey of Canada (1997)
Meanwhile, the survey conducted by KPMG Canada find some facts about the failure of the implementation of the project, including:
- The poor planning project
- The poor knowledge and excavation business needs
- Lack of management involvement and support
So that it can be concluded that the factors influencing the project based on a survey conducted by KPMG is planning the project, user needs and business and executive support.
3. The Chaos Report (1995)
Results from the study of the Standish group that poured in a report titled Chaos Report explained that the 5 major causes of the failure of the implementation of the project, namely:
1. Excavation fun (user & business) that are less complete
2. Lack of user involvement in the development of the system
3. Lack of human resources project
4. Hopes / expectations excessive owner of the capability of the system that is built
5. Lack of support from the executive / owner of the project management company
Based on the findings of the survey on 3 and above the reference from the best Practice in project management (PMBOK), the cause of the failure of the project can be mapped in the fishbone:
1. Scope
The first factor from the causes of the failure of the project is the coverage or scope of the project is done. Sometimes this is considered trivial matter for the project manager, where they create a flexible scope, without being restricted by clear and made changes to the mechanism (change requests) if there is additional scope project. As a result, the addition occurred outside the scope of planning that resulted in swelling late time and cost of the project implementation. Dimensions also determine whether the poor planning of a project that is done, where it will determine the success of the implementation of the project.
2. Time
Is the next dimension of time. Any delay in the implementation of a project can be fatal for the project. Time is too late, of course will require extra cost beyond the cost of the project has been planned. In addition, the delay can also result in poor image in the eyes of funders, developers project. Any delay in the implementation of the project can be caused by many things, including the addition of scope, project team turnover in the middle of the implementation of the project and / or internal conflict that occurred in the project company owner. So manage the project implementation time with both one of the key to success in the implementation of the project.
3. Cost
The next dimension is the cost of the project. Still closely associated with the scope and time, the cost of the project also is one of the factors that determine the success of the project. The allocation of costs for the implementation of the project will affect the time and certainly the quality expected. Problems on the dimensions of this usually happens when the project is experiencing delays and / or development projects outside the scope of planning.
4. Quality
Other important issues in the implementation of the project is the quality of the project. For information system project development, project quality specified by the user through the mechanism user acceptance test, the user will be a test of whether the system has been built to meet the specifications defined previously. For some cases, sometimes the quality of "sacrificed" by the press or losses increase profits.
5. Human resources
Managing people with different characters this is not easy in a project that is temporary and progress in a relatively short time. Conflicts between team members and conflict between team members and project manager with a barrier that can thwart the achievement of project objectives in accordance with the initial planning. Another issue is the low level of competence of the human resources can threaten the timely completion of the project with quality that has been determined. Classic problems such as this sometimes thought to be important in the management of a project. Creating a conducive working climate may be an alternative in overcoming the problems of human resources in the project.
6. Communication
Misunderstandings that occur between the project team and between the project team with the project manager can trigger conflict, which has the potential to aggravate the working atmosphere is built. With the load that is not stabilized, misunderstandings can culminate into contention. For that, good communication between fellow team members need to be made project. In addition, the communication failure usually happens when the project task to socialize and members or the transfer of knowledge about the project will be implemented. This can be fatal where each member of the project will have a different perception about the work done. Even the possibility of what is done by members of the team is not in harmony with the goals and scope these projects.
7. Risk
There are three (3) manage the important things in the risk associated with the implementation of the project, namely how the corrective action plan of the risk appears likely (preventive action), or take action when the risk occurs and can not be prevented with the goal minimize the impacts as a result of these risks (English action), or accept the risk (the risk accepted) if the cost of risk arising from the greater the risk.
8. Project Change
Changes in environmental projects the company owners, both internal and external environment, can lead to the emergence of new requests that directly or indirectly affect the scope of the project has been planned. These changes will automatically affect the implementation time and cost required. If a change occurs without additional cost the appropriate time and the postponement or the implementation of the project, then this problem can become one of the causes of failure of the project. For that important project manager in managing the changes that occur, one is to control changes through the change request form, which means that the new agreement in the contract-related changes that occur.
1. The Bulls Survey (1998)
In 1998, a computer manufacturer and system integrators from the French, Bulls, conducted the survey on the factors that cause the failure of the implementation of the project for the company's internal needs. Results from this study emphasized the importance of communication in the project, planning a mature and quality control to the standard set.
2. The KPMG Survey of Canada (1997)
Meanwhile, the survey conducted by KPMG Canada find some facts about the failure of the implementation of the project, including:
- The poor planning project
- The poor knowledge and excavation business needs
- Lack of management involvement and support
So that it can be concluded that the factors influencing the project based on a survey conducted by KPMG is planning the project, user needs and business and executive support.
3. The Chaos Report (1995)
Results from the study of the Standish group that poured in a report titled Chaos Report explained that the 5 major causes of the failure of the implementation of the project, namely:
1. Excavation fun (user & business) that are less complete
2. Lack of user involvement in the development of the system
3. Lack of human resources project
4. Hopes / expectations excessive owner of the capability of the system that is built
5. Lack of support from the executive / owner of the project management company
Based on the findings of the survey on 3 and above the reference from the best Practice in project management (PMBOK), the cause of the failure of the project can be mapped in the fishbone:
1. Scope
The first factor from the causes of the failure of the project is the coverage or scope of the project is done. Sometimes this is considered trivial matter for the project manager, where they create a flexible scope, without being restricted by clear and made changes to the mechanism (change requests) if there is additional scope project. As a result, the addition occurred outside the scope of planning that resulted in swelling late time and cost of the project implementation. Dimensions also determine whether the poor planning of a project that is done, where it will determine the success of the implementation of the project.
2. Time
Is the next dimension of time. Any delay in the implementation of a project can be fatal for the project. Time is too late, of course will require extra cost beyond the cost of the project has been planned. In addition, the delay can also result in poor image in the eyes of funders, developers project. Any delay in the implementation of the project can be caused by many things, including the addition of scope, project team turnover in the middle of the implementation of the project and / or internal conflict that occurred in the project company owner. So manage the project implementation time with both one of the key to success in the implementation of the project.
3. Cost
The next dimension is the cost of the project. Still closely associated with the scope and time, the cost of the project also is one of the factors that determine the success of the project. The allocation of costs for the implementation of the project will affect the time and certainly the quality expected. Problems on the dimensions of this usually happens when the project is experiencing delays and / or development projects outside the scope of planning.
4. Quality
Other important issues in the implementation of the project is the quality of the project. For information system project development, project quality specified by the user through the mechanism user acceptance test, the user will be a test of whether the system has been built to meet the specifications defined previously. For some cases, sometimes the quality of "sacrificed" by the press or losses increase profits.
5. Human resources
Managing people with different characters this is not easy in a project that is temporary and progress in a relatively short time. Conflicts between team members and conflict between team members and project manager with a barrier that can thwart the achievement of project objectives in accordance with the initial planning. Another issue is the low level of competence of the human resources can threaten the timely completion of the project with quality that has been determined. Classic problems such as this sometimes thought to be important in the management of a project. Creating a conducive working climate may be an alternative in overcoming the problems of human resources in the project.
6. Communication
Misunderstandings that occur between the project team and between the project team with the project manager can trigger conflict, which has the potential to aggravate the working atmosphere is built. With the load that is not stabilized, misunderstandings can culminate into contention. For that, good communication between fellow team members need to be made project. In addition, the communication failure usually happens when the project task to socialize and members or the transfer of knowledge about the project will be implemented. This can be fatal where each member of the project will have a different perception about the work done. Even the possibility of what is done by members of the team is not in harmony with the goals and scope these projects.
7. Risk
There are three (3) manage the important things in the risk associated with the implementation of the project, namely how the corrective action plan of the risk appears likely (preventive action), or take action when the risk occurs and can not be prevented with the goal minimize the impacts as a result of these risks (English action), or accept the risk (the risk accepted) if the cost of risk arising from the greater the risk.
8. Project Change
Changes in environmental projects the company owners, both internal and external environment, can lead to the emergence of new requests that directly or indirectly affect the scope of the project has been planned. These changes will automatically affect the implementation time and cost required. If a change occurs without additional cost the appropriate time and the postponement or the implementation of the project, then this problem can become one of the causes of failure of the project. For that important project manager in managing the changes that occur, one is to control changes through the change request form, which means that the new agreement in the contract-related changes that occur.