Why New Systems Fail An Insider s Guide to Successful IT Projects 1st Edition by Phil Simon ISBN 1435456440 9781435456440

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ISBN 10: 1435456440 
ISBN 13: 9781435456440
Author: Phil Simon

A Fortune 500 manufacturing company spent millions attempting to implement a new enterprise resource planning (ERP) system. Across the globe, a 150-employee marketing firm built and tried to implement a proprietary customer relationship management (CRM) system. For two very different companies doing two very different things, the outcomes were identical. In each case, the organization failed to activate and use its system as initially conceived by senior management. 

And these two organizations are hardly alone. 

On the contrary, research indicates that more than three in five IT projects fail. Many miss their deadlines. Others exceed their initial budgets, often by ghastly amounts. Even systems activated on time and under budget often fail to produce their expected results and almost immediately experience major problems. Although the statistics are grim, there is at least some good news: these failures can be averted. Organizations often lack the necessary framework to minimize the chance of system failure before, during, and after beginning IT projects. 

Why New Systems Fail provides such a framework, with specific tools, tips, and insight from the perspective of a seasoned, independent consultant with more than a decade of related experience. The book examines in great detail the root causes of system failures. Detailed case studies, examples, and lessons from actual system implementations are presented in an informative, straightforward, and very readable manner. More than a theoretical or technical text, this book offers pragmatic advice for organizations both deploying new systems and maintaining existing ones.

Why New Systems Fail An Insider s Guide to Successful IT Projects 1st Table of contents:

• Part I: The Roots of Failure – Common Pitfalls

  • Chapter 1: The Project Charter: A Flawed Foundation
    • Defining the Project Charter’s Purpose
    • Common Mistakes in Charter Development
    • Lack of Clear Objectives and Scope
    • The Importance of a Strong Business Case (or lack thereof)
  • Chapter 2: Requirements Gone Wild: The Silent Killer
    • The Perils of Poor Requirements Gathering
    • Scope Creep vs. Scope Gallop
    • Ambiguity, Contradictions, and Missing Requirements
    • User Involvement: Too Little, Too Late
  • Chapter 3: The Perils of Bad Project Management
    • Underestimated Timelines and Budgets
    • Lack of Experience or Training in Project Managers
    • Ignoring Warning Signs
    • The “Hero” Mentality vs. Process Adherence
  • Chapter 4: Technology for Technology’s Sake
    • Chasing the Latest Buzzwords
    • Misalignment with Business Needs
    • Over-Engineering vs. Fit-for-Purpose
    • Vendor Lock-in and Hidden Costs
  • Chapter 5: People Problems: Resistance, Politics, and Poor Communication
    • Organizational Resistance to Change
    • Stakeholder Misalignment and Conflicting Agendas
    • Inadequate Communication Strategies
    • The “Us vs. Them” Mentality Between Business and IT

• Part II: Insider Insights – Lessons from the Trenches

  • Chapter 6: The Executive Disconnect: Vision Without Grounding
    • How Executive Sponsorship Can Make or Break a Project
    • The Importance of Realistic Expectations from the Top
    • Translating Strategic Goals into Actionable IT Projects
  • Chapter 7: The Vendor Trap: Promises vs. Delivery
    • Selecting the Right Vendor: Beyond the Sales Pitch
    • Contract Negotiation and Service Level Agreements (SLAs)
    • Managing Vendor Relationships Effectively
    • Recognizing Red Flags in Vendor Behavior
  • Chapter 8: Data Nightmares: The Unsung Hero
    • The Criticality of Data Migration and Quality
    • Underestimating Data Cleansing Efforts
    • Data Governance and Ownership Issues
    • Testing Data Integrity in New Systems
  • Chapter 9: Testing, Training, and Transition: The Overlooked Phases
    • The Insufficiency of “Happy Path” Testing
    • User Acceptance Testing (UAT) Done Right
    • Comprehensive Training Programs (or lack thereof)
    • Managing the Cutover and Post-Launch Support

• Part III: Towards Success – A Blueprint for Better Projects

  • Chapter 10: Cultivating a Culture of Collaboration and Transparency
    • Breaking Down Silos Between Departments
    • Fostering Open Communication and Feedback
    • Embracing Agile Principles (without losing sight of planning)
  • Chapter 11: Strategic Planning: Beyond the Immediate Project
    • Developing a Long-Term IT Roadmap
    • Enterprise Architecture and Integration Considerations
    • Portfolio Management: Prioritizing and Aligning Projects
  • Chapter 12: Effective Stakeholder Management
    • Identifying and Engaging Key Stakeholders
    • Managing Expectations Proactively
    • Building Consensus and Addressing Conflict
  • Chapter 13: Risk Management: Expecting the Unexpected
    • Identifying and Assessing Potential Risks
    • Developing Mitigation Strategies
    • Contingency Planning and Crisis Management
  • Chapter 14: Measuring Success: Beyond Go-Live
    • Defining Success Metrics (KPIs) Beyond Budget and Schedule
    • Post-Implementation Review and Lessons Learned
    • Realizing Business Value and ROI
    • Continuous Improvement and Adaptation

• Conclusion: The Future of Successful IT Projects

  • Recap of Key Principles
  • Empowering Project Teams and Leaders
  • The Evolving Landscape of IT
  • A Call to Action for Better Systems

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Tags: Phil Simon, Systems, Insider