Following the news that the NHS National Project for IT was dropped I have been posting some of the views I have recently had provided to me for an unrelated feature I was working on about why large IT projects are prone to fail.
By submitting your email address, you agree to receive emails regarding relevant topic offers from TechTarget and its partners. You can withdraw your consent at any time. Contact TechTarget at 275 Grove Street, Newton, MA.
Because I have had such a good response I am keeping the debate going in the blog.
Here are the posts already published: Part 1 Brian Randell, part 2 Anthony Finkelstein, part 3 Yann L’Huillier, part 4 James Martin, part 5 Philip Virgo , part 6 Tony Collins, part 7 ILan Oshri, part 8, Robert Morgan part 9 Sam Kingston, part 10 Peter Brudenal, part 11 Mark Lewis, part 12 John Worthy, part 13 Stuart Drew, part 14 Milan Gupta, part 15 from a reader known as Matt, part 16 Fotis Karonis, part 17 Fergus Cloughley, part 18 Steve Haines.
If I get comments from readers I will try and include them so please send me your views on: Why do large IT projects fail?
Today in part 19, I feature the comments of a reader, David Holling. He provided his views as a retrospective comment after reading the first 9 posts.
He says: “Certainly decomposition is a critical part of the approach – but in order to successfully decompose, one has to have a detailed description of the constituent components, their interrelationships, (not purely process mapping or functional breakdowns…), and showing many “views”, all done in a technology / implementation agnostic manner whilst wrestling with the subjective niceties of unspoken assumptions and lack of common meanings.
1 – involves a lot of work with business stakeholders, who cannot necessarily commit time or are prepared / able to make operational and policy decisions before seeing a “system.”
2 – Requires analytical skills not possessed by many.
3 – Has to be done in a manner to explicitly build in flexibility and change resilience. Is it a coincidence that the most successful parts of the NHS project can be viewed as pure technology implementations requiring little business input (e.g. the spine)?”