As systems professionals, we are often greatly enthused
by new or emergent technologies, tools or techniques. We also have
a natural inclination to reach for the technology button when
confronted with a major process challenge. Understandably so, as
part of our expertise lies in mastering technologies that can be
put to productive use.
However, from time to time the technology can take us over. With
scant regard for the fundamental challenge in hand and a shallow
perception of the underlying issues, we run the risk of folding the
information and processes into our technology paradigm.
At worst, we discover a well-designed, ingenious product, which
quickly establishes a disproportionate hold. The technology becomes
the proverbial hammer looking for an appropriate nail to slam. In
reality we know from hard experience that many of the "next best
thing" technologies flatter to deceive, not truly delivering on an
over-hyped expectation.
So why are we surprised when IT projects sometimes fail?
Amid our industry hype, we must beware the perils of technology
obsession and be prepared to offer pragmatic, proven and
cost-efficient solutions to even some of the most complex of
challenges. Elegant design, slick development tools, breakthrough
technologies and colorful graphics do not always add up to an
effective solution.
Our obligation is to make rational, objective evaluations of
existing and emergent technologies, whilst not forgetting the
environmental, commercial and, most importantly, people and
organisational forces that are in play.
Here are a few lessons that can help keep us focused on "fit for
purpose", "managed-risk" and "business value" rather than simply
great technology, and which may help avoid costly mistakes:
Key points
Bet on people, not technology alone - who is going to use it,
deploy it and support it? Are the skills primed, positioned and
ready to go? What are the overarching political considerations and
are they being addressed? Are key stakeholders and sponsors fully
aligned?
Carefully question project objectives - for example, are we
trying to achieve sustainable and strategic market advantage or is
a quick fix to a local problem really required? Is a temporary,
non-strategic solution available to tide us over?
Plan to over-train - often under estimated and critical to
success. Technologists absorbed in the design detail will easily
underestimate training effort, particularly when automating
previously manual tasks.
Challenge the demand - what may appear to be a comprehensive set
of needs may in reality be a wish-list that's far from necessary -
or affordable.
Focus more on process than technology - the technology is of
course only part of the solution. An integrated and cohesive
approach to process design and reengineering is essential, with as
much senior user buy-in as possible.
Evaluate alternative technologies that may be more or less
mature but possess greater present or future potential.
We are not all R&D experts, so when looking to utilise
something new, pick the right partners who are committed to your
project and share your balance of risks and rewards.
Are individual and collective expectations realistic? If unsure,
and to avoid frustration and future disappointment, undersell the
benefits and go flat-out to over-deliver.
Limit exposure by carefully piloting new technologies in a low
visibility area of the organization, critically evaluate the
results and be brave enough to bail-out if necessary.
Time investments with care - evaluate where the new technology
lies on the maturity curve (and its future shape) and plan
accordingly. Be prepared to resist business pressure - "wait and
see" if unsure.
Always overestimate time and funding when deploying immature
technology, as Murphy's Law will often prevail.
Finally, be honest at all stages - with yourself and the team.
If the business case becomes tenuous, remember that it's rare for
projects requiring several rounds of re-funding to ultimately be
considered successful. And if all else fails, be prepared to stop
flogging if the horse has long since expired.