There was a time when I had an idea for a book, and that idea was "Why IT Projects Fail." I've been in the IT industry a long time (though the years seem to have flown by) and have worked for companies that launched IT projects that failed miserably. Hundreds of thousands, or even millions, of dollars were completely lost. I watched heads roll. I bet that if you've worked in the industry for any length of time, you too have seen one of these
IT Titanics go down. It's not a pretty sight—a lot of deck chairs are rearranged while the ship steadily sucks in more water and begins to go straight to the bottom. Worst of all, and most typical, the people in the center of the project aren't even aware that the ship is sinking.
Consequently, over the years I've asked myself this intriguing question again and again: Why did those projects fail? The people working on them were certainly competent, the bucks were there, and the idea was solid. What happened?
Well, even though the idea was solid, the foundation of the project plan was faulty. In most cases, there wasn't any semblance of an organization plan beyond scribbled notes from project onset meetings. Not to be too glib about it, but these doomed projects likely failed because somebody spilled iced tea on their ring binder and some of the project thoughts were destroyed as a result.
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