[T]here are many good ways to reduce project risk. And there are also guidelines on how and when to kill failing projects. No need to belabor them. But trumping all of these, in my view, is the go-to-sleep attitude of enterprise executives (maybe even including the CIO) as these projects proceed….
CIOs who let business executives off the responsibility and oversight hook, if they let them send underlings to meetings, if they provide a status and get no feedback, if the scope of deliverables is intergallactic, if development is not iterative,… are aiding and abetting [t]heir own project failure….
My experience is that CIOs get distracted by “strategery” and forget to focus on the basic blocking and tackling of project and development management. Per my comment on Laurie’s post, CIOs who aspire to strategic archetypes of IT management (Laurie’s Forrester study is here, behind a firewall) get distracted because:
- They’re acting out according to an archetype they want to be, not what is required.
- They have a disinterest in building a solid foundation in core functions, so they end up ignoring, then fire-fighting, problems with utility functions like e-mail, voice, etc.
- They believe game changing initiatives have to be big, so none of them question a multi-year timeline.
Filed under: IT special interests, IT Strategy, PMO, Portfolio Management, Program Management, Project Management, Project Success Factors, Strategy Management, Troubled Projects Tagged: | executive sponsor, Forrester, IT archetypes, Laurie Orlov, sponsor