NHS IT project is dead, but why do large IT projects fail? Part 26

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.

Because I have had such a good response I am keeping the debate going on 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, part 19 David Holling, part 20  Bryan Cruickshank, part 21  Rob Lee, part 22 Tony Prestedge, part 23 BG Srinivas, part 24 Craig Beddis and  part 25 Stuart Mitchenall.

Today’s comment, which was posted in the CW500 club LinkedIn group, comes from Colin Beveridge.

He is a former CIO and currently principal analyst at Freeform Dynamics.
His comment sparked off debate in the CW500 forum, which you can see here if you sign up to the CW500 LinkedIn group.

He says: “Virtually all true IT projects succeed, whereas a high proportion of so-called IT projects continue to fail, leading to unexpected cost and disappointment.

A true IT project is concerned purely with IT or data [i.e. re-engineering] and a so-called IT project is the term more generally applied to a business system initiative.

This is not a semantic argument but the substantive root cause of the long-standing phenomenon I named the Trillion Dollar Bonfire.”

Enhanced by Zemanta