Troubled IT Projects: Prevention and Turnaround

Front Cover

Many IT projects are doomed before the ink is dry on the contract. In this highly readable book, John Smith sets out the 40 root causes of troubled IT projects and explains how these can be avoided at each stage of the project life cycle.

The coverage of opportunity management, solution generation and proposal preparation will help IT services Vendors increase sales and Buyers become more effective at proposal evaluation. A proven approach to reviewing projects in delivery is presented to ensure that projects stay on track.

The book goes on to describe an approach to 'turning around' a troubled project. Key to this - and a theme throughout the book - is the achievement of a high level of engagement and trust between Vendor and Buyer.

Illustrated with real-life examples, key questions, and checklists, this practical handbook, is for buyers and sellers of IT services - for project sponsors, stakeholders, project managers, QA professionals and 'troubleshooters' - who want to maximise the success of their projects, their careers and their organizations.

 

What people are saying - Write a review

We haven't found any reviews in the usual places.

Contents

Part 2 Preventing Troubled Projects at the Planning Stage
35
Part 3 Reviewing Troubled Projects in Delivery
141
Part 4 Project Turnaround and Organisational Learning
213
Appendix Key Lessons extracted from the UK House of Commons Committee of Public Accounts First Report Improving the Delivery of Governme...
245
Index
251
Copyright

Other editions - View all

Common terms and phrases

About the author (2001)

John Smith joined IBM in 1996 as a principal IT consultant and currently specializes in auditing projects in delivery. He began his professional career as an avionics systems engineer before studying for a MSc in Computer Science. He then managed several information system projects with the Raytheon Corporation and established a group of 150 consultants working on a number of high-profile assignments. At KPMG he spent four years undertaking a variety of strategic consulting assignments and managing the largest application development project undertaken by KPMG in the UK. He is a Fellow of both the British Computer Society and the Institution of Engineering and Technology and has published many articles on information technology and project management.