IT chief Peter Evans looks at setting priorities for project
management.How many projects go awry because of cost overruns,
unforeseen specification requirements, unplanned resource issues or
shifts in technology platforms? Would the answer be too many? You
don't have to look too far to find a few high-profile examples in
the press.
What's more important to the business - delivering a project on
time, or delivering what was originally specified? And can both be
done without breaking the bank?
"Technical" projects always seem to be hampered by problems. Maybe
I'm just a cynic, but I haven't seen too many marketing campaigns
that have missed the deadline or a great deal of financial projects
miss the date, so is this just an IT thing?
One method for an IT project to fail is through "decision by
default". This happens when the original specification was flawed
or too vague and open to interpretation.
Sometimes the technical team decides to interpret it in a different
way, implementing what they assume to be the ideal or even better
solution. Is this a sign of "IT knows best", or a sign of laziness
on the part of the business?
In my experience of working in the IT departments of a number of
"new economy" businesses including Boo.com and Ocado, I've learned
several unforgettable key points to consider when running a
project:
First, understand the business drivers and make sure everyone else
does. Ensure the teams have a clear focus, then find out if there
is a business owner of the project or someone who is accountable
(if you don't know the difference between accountable and
responsible, look it up now). It's important to focus on the
solution, not on the technology.
And remember to share the good idea before implementing it. Keep
the commercial decisions away from the project, but do communicate
with the decision makers - if it's a high-profile project, talk
with the high-profile people. And finally, don't be afraid of the
budget
There is also a fine line between prudent spending and not spending
enough. I remember someone saying to me, "You won't lose your job
for spending money, but you will if you don't spend enough."
In a business a project is normally driven by the need to increase
revenue or reduce overheads. If you can deliver nearer to time by
spending a bit more and thus enabling the revenue stream, surely
that's a good thing.
IT directors need to remember that they are a critical component of
the business and the lines of communication need to be maintained
between IT and the board. If you have the connections, use them. If
not, make them.
How do you ensure projects work for the business?
>>CW360.com reserves the right to edit
and publish answers on the Web site. Please state if your answer is
not for publication.Peter Evans is chief technical officer of
Internet telephony group Callserve Communications and former IT
director of fashion site Boo.com and online grocer
Ocado.
Special report: Aligning IT with the business >>