Risk Management for IT Projects by Bennet Lientz

By Bennet Lientz

The speed of failure of IT initiatives has remained little replaced in survey after survey over the last 15-20 years—over 40-50%. This has occurred regardless of new expertise, cutting edge tools and instruments, and diversified administration equipment. Why does this take place? Why can’t the location be higher? One cause is that many think about every one IT attempt as targeted. in fact many IT tasks are very comparable at a excessive, strategic point. the place they fluctuate is within the humans and special events—the element. for those who learn the literature or were in details structures or IT for your time, you've gotten visible a similar purposes for failure and an analogous difficulties and concerns recur repeatedly.

In this publication IT administration specialists Ben Lientz and Lee Larssen help you determine and tune the routine concerns resulting in failure in IT tasks and supply a confirmed, glossy approach for addressing them. by means of following the ideas during this books readers can considerably decrease the danger of IT mess ups and elevate the speed of luck. merits of utilizing this approach:

• concerns are pointed out earlier—giving extra time for answer and action.
• concerns are resolved extra constantly because the procedure tracks on their repetition.
• You get an early caution of difficulties in IT work—before the price range or agenda fall apart.
• administration has a tendency to have extra reasonable expectancies with an wisdom of issues.
• clients and bosses have larger self belief in IT a result of superior dealing with of issues.
• because the variety of concerns has a tendency to stabilize in a firm, the IT association and administration recover at detecting, combating, and working with matters over time—cumulative improvement.
• Giving consciousness to concerns make clients extra lifelike of their requests and acts to discourage requirement alterations and scope creep.

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Otherwise, the appearance of each issue can be an unpleasant surprise. You can begin to do this by producing a checklist of issues from the database. You politically want the managers, users, etc. to recognize and begin to own the issues. Here is a good approach. Identify more issues than you think will occur. Circulate the list, with the caveat that these have not occurred, but given the purpose and 24 Chapter 2 scope of the work it is possible they will occur. This shows them that you are just being realistic and not negative.

Note here that the numbers of the issues are shown next to the bars of the risky tasks. The analysis does not end here. After you have shown this GANTT chart, the next step is to explain the impact of the issues on the projects. 4. What goes in the table? Each table entry is the impact of the issue on the project. Now you can zoom in on one issue. Go back to the combined GANTT chart of all tasks from the multiple projects. Filter on the summary tasks and those that involve the one issue you want to cover.

They really can reveal what is going on overall and can help pin down problems. If things go wrong, then there are often added material and labor costs. It is different in IT. Since most of the costs have been incurred early, the remainder of the project consumes labor hours. Now let’s make a switch in terminology. We and you should never call a project involving IT an IT project unless it deals totally with infrastructure. The reason is political. If you call a project an IT project, then the users may opt out and will not feel accountable for benefits.

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