66% of IT Projects Fail
66% of IT Fail

Only one in three software will turn out to be successful. According to Standish Groups 2015 Chaos report, 66% of (based on the analysis of 50,000 worldwide) end in partial or total failure. More surprigly, these statistics have been the same for the last five years, the report shows. Furthermore, 17% of large IT go so badly that they can threaten the very existence of a company.

On Average, Large IT Run 45% over Budget and 7% over Time, While Delivering 56% Less Value than Predicted

Despite such failures, huge sums continue to be invested in IT and written off. For example, the cost of project failure across the European Union was 142 billion in 2004.

IT Always Come with an Element of Risk, but There Are Huge Gains to Be Had If We Can Just Avoid Some of the Factors That Contribute Frequently to Project Failure

What makes an IT project successful, though?

According to the Standish Group, a successful project is on time, on budget, and has satisfactory results (value, user and sponsor satisfaction, and meets target requirements). Other measures of success are widely known and accepted as true such as getting requirements right, providing effective leadership, and having full support and engagement from sponsors and users. Without these, it is unlikely that any project would .

But there’s more to success than what is widely known and, apparently, rarely followed. To reduce the risk of failure for your tech project, here are six key actions to take on the road to success.

1. Executive Vision and Involvement

Without a Executive Senior Sponsor Its Easy for to Fail with the Organizational Resistance That Accompanies Large Change

Executive involvement is a primary variable in predicting the success of an IT project.  Having a leadership team aligned across an organization articulating the purpose, value, and rationale for a project goes a long way towards getting stakeholders and end-users pulling the proverbial rope in the same direction.

2. Have a clear view of the scope and timetable

Oftentimes, a tech project flops because its developers fail to plan and rush forward with an . However, some project managers plan so meticulously that they end up falling behind and lose momentum. The best approach is somewhere in between.

Interviewing team members, documenting requirements, prioritizing what is a mission-” versus nice to have,” getting agreement across stakeholders can feel like a never-ending cycle.  As a result, requirement gathering has fallen out of fashion with many organizations in the past few years.

However, the l starting point for a successful project is to have a set of fundamental requirements with sufficient detail to develop against.

Requirement Gathering Is Labour-intensive and Challenging but Remains the Roadmap and Measuring Stick for Software

This approach allows you to maintain sight of the buess benefits as well as engaging stakeholders and responding to their . In combination with a clear buess case, a well-defined set of requirements also simplifies design and testing, two areas where tend to go sideways.

Ensure that requirements for are clearly defined and agreed upon among stakeholders and that you have a way to track, measure, and manage changes in requirements as appropriate during .

3. Define how you will deliver

When it comes to delivering a major project, one size does not always fit all. All products are customizable to some degree, so what might have ed in one company may not in another company.

That being said, why reinvent the wheel if it’s already proven successful? Sometimes it can be more beneficial to use an existing off-the-shelf solution. Whichever direction you take, choose the delivery model that s best for your company.

4. Risk Identification and

Every project has risks and there are many factors out of your control. People leave the organization, for better or worse, leadership changes, budgets get cut, however, many risks to can be mitigated or even eliminated with some forethought and ongoing . For example, do you have the resources you need to deliver (resource risk).  Our project goals clearly understood and requirements clearly defined (scope risk). Do you have a realistic project plan and timeline (time risk).

Mitigating Risk Is a Combination of Science and Art, and Always a Balancing Process

5. Test your product again and again

A project is something that should overall support your buess. It should not be something that dictates and forces you to change your operations. If this is happening, you should shift gears and focus on tweaking the , rather than lowering expectations and adopting less l requirements.

Adequate testing is a must for any tech project. While some features may be fine with automated testing, the best approach is to have a dedicated testing team. Testing activities should mirror those with the development team throughout ’s lifetime. With thorough testing, a project should deliver with fewer design flaws or misg requirements.

6. Prioritize simplicity and performance

Developers often leave the external look and feel of a product to the wayside thinking these things are not necessities for the consumer to enjoy. However, user experience is absolutely to the success of .

Developers must consider things like storage, net requirements, procesg speeds, and overall performance in order to satisfy the customer. If users are going to have to wait for an extended period to allow information to load, there must be a good reason for the wait, otherwise, they won’t return for future products.

Simplification and Improved Efficiency Is What Adds Value

Ultimately, ug the product should be a smooth and intuitive experience. Additionally, tools and alternative routes must be placed logically without being intrusive. The process can be complicated, but the finished product should emit simplicity. After all, that’s what makes companies like Apple so successful. Simplification and improved efficiency are what adds value.

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