This dissertation studies possible reasons for information technology (IT) project failure or success. In general, projects have a defined goal with clear boundaries and defined resources. They are limited in time, highly complex and run by a specific organisation. In particular, software projects are characterised by complexity, simple modifications, abstraction, technology changes, incomplete requirements and undefined practices. In addition, the environment plays an important role. The key players consist of: senior management, project sponsor, project manager, project team and users. To successfully run projects, a formal methodology is fundamental. Project management involves initiating, planning, executing, controlling and closing.
The Standish Group has proved that IT project failure is common. The Chaos Report publishes facts on failure every two years. In 2004, 18% of projects in the U.S. failed, 53% were challenged and 29% were successful. The reasons for project failure are related to incomplete requirements, lack of user involvement, lack of resources, unrealistic expectations, lack of executive support, changing requirements and specifications, lack of planning and lack of IT management. These factors were also crucial for the failure of the FBI’s Trilogy project. This project consisted of upgrading the FBI’s hardware and software, their communications network and five most important investigative applications. The Trilogy project was 15 months over schedule, $201.3 million over budget and has never been finished.
Other success factors however include user involvement, executive management support, experienced project manager, clear business objectives, minimised scope, clear requirements, standard software infrastructure, formal methodology, reliable estimates and skilled staff. For the successful implementation of Mentec’s AGRESSO Financial Management System in Irish Local Government these issues were extremely relevant. The new system could be distributed to 72 local authorities on plan and within budget. This dissertation theorises a successful IT project process. Whereas formalised project management practices cannot guarantee an effective project, they only provide for better opportunities to reach the goal.
Table of Contents
1 Introduction
2 IT Project
2.1 Definition
2.2 Characteristics
2.3 Environment
3 Project Management
3.1 History
3.2 Definition
3.3 Tasks
3.4 Project Management Triangle
4 Failure Statistics
4.1 The Chaos Report 1994
4.2 The Chaos Report 1998
4.3 The Chaos Report 1994 - 2004
5 Causes of Project Failure
5.1 Incomplete Requirements
5.2 Lack of User Involvement
5.3 Lack of Resources
5.4 Unrealistic Expectations
5.5 Lack of Executive Support
5.6 Changing Requirements and Specifications
5.7 Lack of Planning
5.8 No Longer Needed
5.9 Lack of IT Management
6 Case Study: FBI's Trilogy Project
6.1 Chronicles
6.2 Reasons
6.3 Conclusion
7 Keys to Project Success
7.1 User Involvement
7.2 Executive Management Support
7.3 Experienced Project Manager
7.4 Clear Business Objectives
7.5 Minimised Scope
7.6 Clear Requirements
7.7 Standard Software Infrastructure
7.8 Formal Methodology
7.9 Reliable Estimates
7.10 Skilled Staff
8 Case Study: Irish Local Government’s Financial Management System
8.1 Chronicles
8.2 Conclusion
9 The Successful IT Project Process
9.1 Initiating
9.2 Planning
9.3 Executing
9.4 Controlling
9.5 Closing
10 Conclusion
Objectives & Research Themes
This dissertation investigates the recurring causes of failure in IT projects and evaluates factors contributing to project success. By analyzing statistical reports from the Standish Group and examining specific case studies—notably the failed FBI Trilogy project and the successful implementation of the AGRESSO Financial Management System in Irish Local Government—the research seeks to identify best practices for effective IT project management.
- Analysis of IT project failure statistics and trends over the last decade.
- Identification of primary causes of project failure, such as incomplete requirements and lack of executive support.
- Comparative analysis of a failed federal project vs. a successful local government implementation.
- Definition of critical success factors for IT projects, including user involvement and formal methodology.
- Examination of the project management lifecycle, from initiation to closure.
Excerpt from the Book
6.2 Reasons
According to the audit report by the U.S. Department of Justice, Office of the Inspector General, The Federal Bureau of Investigation’s Management of the Trilogy Information Technology Modernization Project [34] there were eight factors, which have caused the delays, increased costs and the failure of the project.
Poorly Defined and Slowly Evolving Design Requirements
One of the weightiest problems was the lack of defining design requirements by the FBI and contractors. At the beginning the design requirements were poorly identified. Moreover, during the entire project progress the requirements evolved and changed several times. The reasons for the changes were among others events as the September 11 attacks. After the terrorist attacks the FBI recognised that the adequate ACS has to be replaced instead of modified. Therefore, the FBI planned the Virtual Case File. During the project unidentified security aspects also played an important role and caused a lot of problems and delays.
Summary of Chapters
1 Introduction: Defines the scope of the thesis and outlines the investigation into IT project failure and the pursuit of successful management practices.
2 IT Project: Explores the definition, specific characteristics, and typical environment of IT projects.
3 Project Management: Details the history, definitions, core tasks, and the project management triangle.
4 Failure Statistics: Presents data from The Chaos Report series, analyzing failure and success rates between 1994 and 2004.
5 Causes of Project Failure: Discusses factors like incomplete requirements, lack of user involvement, and inadequate planning.
6 Case Study: FBI's Trilogy Project: Analyzes the failed FBI Trilogy project as a primary example of mismanagement.
7 Keys to Project Success: Outlines critical factors for achieving project success based on industry research.
8 Case Study: Irish Local Government’s Financial Management System: Details a successful implementation of a financial management system.
9 The Successful IT Project Process: Provides a model for project management covering initiation, planning, execution, controlling, and closing.
10 Conclusion: Synthesizes findings and offers recommendations for future project success.
Keywords
IT Projects, Project Failure, Project Management, Software Development, Chaos Report, FBI Trilogy, Virtual Case File, Project Success, Requirements Analysis, Planning, Executive Support, User Involvement, Risk Management, Project Methodology, Financial Management System.
Frequently Asked Questions
What is the core subject of this dissertation?
The work focuses on identifying the root causes of failure in information technology projects and determining the best practices that lead to project success.
What are the central thematic areas covered?
The core themes include project management methodology, failure analysis, resource management, stakeholder involvement, and technical infrastructure.
What is the primary objective of the research?
The main objective is to provide an informed view of project pitfalls and to theorize a successful IT project process by comparing failed and successful real-world implementations.
Which scientific methods are utilized?
The author uses a methodology consisting of literature review, analysis of industry statistics (Standish Group), and qualitative case studies of large-scale IT projects.
What is the focus of the main body?
The main body covers the theoretical foundations of IT project management, analyzes statistics on project failure, explains common causes for such failures, and presents a structured model for successful project processes.
How is the work characterized by its keywords?
The work is defined by its focus on IT project failure, the transition from theory to practice, and the critical assessment of managerial processes such as requirements gathering and executive oversight.
How did the FBI's Trilogy project contribute to the findings?
The Trilogy project serves as a significant case study demonstrating how unrealistic scheduling, poor contract management, and a lack of enterprise architecture can lead to project failure.
What role does the Irish Local Government project play in the research?
It provides a counterpoint to the failed FBI project, illustrating how clear requirements, off-the-shelf software, and good teamwork contribute to project success.
What is the 'Project Management Triangle'?
It is the interdependency between time, scope (or quality), and cost, where adjusting one element inevitably impacts the others.
Why are 'Incomplete Requirements' considered a major failure factor?
Because they stem from poor initiation and a lack of user involvement, leading to systems that do not meet actual business needs and requiring costly rework.
- Citation du texte
- Anja Adamik (Auteur), 2007, The Misery of IT Projects. Why IT Projects Fail, Munich, GRIN Verlag, https://www.grin.com/document/504523
