Response Of It Project Management : Infamous Failures, Classic Mistakes, And Best Practices

In this report, we analysed and evaluate the project management of the case: The case, The PCNet Project (A): Project Risk Management in an IT integration Project. We had look into the project definition phase of the PCNet project and discuss some of the problems that emerged during the project in relation to project definition phase. We also evaluated the role of the PCNet project manager and discussed some of the core skillsets demanded by the job role. The risk management aspect of the PCNet project was also studied in our report. Lastly we made recommendations to address the dilemma faced by Jack Muller, the project manager for the PCNet project.

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

IT projects take a lot of planning and resources to complete. Once the idea of an IT project is created, it is up to the project’s developer to provide the justification to move forward with completing the project. In order to sell the project’s idea to a company, the company must see a need for that project or product. Case studies can be used to do exactly this. Case studies are intended to provide all the benefits, the cost associated with the project, and the estimated risks involved with a project.

What is the current state of IT projects? What are key factors for successful IT projects? Hint: Refer to the summary of CHAO study

The sheer volume of information of all types is ever increasing, making the job of IT manager more difficult. To remain competent, IT managers must keep up with the latest trends and new technologies. The evaluation of new technology is another skill related to information literacy, since the information describing such technology can take many forms. The best IT managers are highly skilled in such evaluations. These effective managers seem to be rare, as found in Li (2009). That study found that to deal with the difficulties of IT management, many organizations used encroachment, to save face for executives by simplifying and deflecting harmful results and analysis. This spreads the managerial blame and deals with the well documented fact (every computer science student is taught this) that over 60% of all technology projects fail and software development projects in particular fail even more frequently. The reasons for the failure of such projects include the incompetence of IT management (Toader et al., 2010). This is increasingly exemplified by the inability to communicate effectively with workers of foreign origin and incorrect evaluations of technology.

* Write clearly and concisely about issues in IT project management using proper writing mechanics and technical style conventions.

* Write clearly and concisely about issues in IT project management using proper writing mechanics and technical style conventions.

CH. 10: 1- Why don’t information systems projects work out as planned? What causes the differences between the plan and reality?

In the case study, “Project management Helps the Department of Defense protect Military and Civilians from Hazardous Materials”, the Department of Defense (DOD) had similar problems as the company in the article. The DOD had project to create a web-based software system that monitors, collects and analyzes information regarding human exposure to hazardous materials. The DOD also had scheduling problems. Teams for this government sponsored project had a difficult time coordinating their schedules with other government initiatives. Besides scheduling problems, there were disagreements on the minimum system requirements. And of course the schedule challenges led to budget issues

This review entails assessing the principal risks factors that are involved in Information System Projects and how they can be managed. Particular reference will be made to the case of FoxMeyer, a Healthcare facility which is a large drug wholesaler in the United States that had failed in implementing its Information System.

In this paper, the author will introduce a failure case of K-Mart 's IT modernization system project. In 2001, K-mart took $1.4 billion dollars into this project with the purpose of competing with its rival Walmart. The dream is beautiful, but the real work is cruel. After 18 months, the project was failed because of lacking of cash. What happened in the detailed for this project? $1.4 billion dollar is huge numbers, why it was still not enough to pay and distribute for this project? How did its project manager do in this project? What are the project problems? How can we learn from the failure of this case? The paper includes the case background introduction, the project development process, the problems in the project, analysis and

With a specific end goal to improve the probability of a venture achieving a fruitful conclusion, the dangers or potential issues for an undertaking should be distinguished at an early stage and suitable countermeasures must be created. The main purpose of the report is the evaluation and analysis of the project management: (The PCNet Project (A): Project Risk Management in an IT integration Project). The project definition phase of the PCNet project will be discussed in the report and also some of the difficulties that has been faced during the project regarding the definition phase of the project. The paper will also focus on the role of the PCNet project manager andexamined a portion of the center skillsets requested by the employment part. The feature of the risk management (PCNet project) was also considered in the given report. Lastly the recommendations are also given to report the problem faced by Jack Muller, the project manager for the PCNet project.

From 1940 to present, Project Management has continuously advanced from line managers using a small set of processes that were considered nice to have to the formal assignment of one individual assigned as the Project Manager that utilized a formal methodology by which to manage the project. Often the term “best practices” is referenced within a defined methodology. Why must an organization capture best practices? What are the determining factors in base-lining a best practice? Can an organization have too many best practices? What are the impacts of establishing too many best practices that mandated by senior management for use on all projects?

Analyzing failure is not always that intuitive, so PMs are starting to apply the system failures method to information systems analysis to prevent project failures. The Systems Failure Method The aim of the Failures Method is to investigate some identified failure to learn what aspects of the situation may have led to the failure occurring. The investigation consists of comparing “ideal” models against the real-life failure situation. This comparison is expected to reveal discrepancies between the two, highlighting areas of concern. These discrepancies can then be interpreted in relation to the failure situation and conclusions can be drawn. (West 1998) Investigating whether failures can be avoided, or reduced by some degree, is certainly a worthwhile effort. Studies suggest that most IS project disasters are avoidable (Heekens 2002). Many times, warning signals occur long before an information systems project has begun to fail. History has shown that software projects are far more likely to be successful if they are highly focused and built upon well-understood technology (Heekens 2002).

In order to achieve their business objective, project management and the used methodology are key factor which will be responsible for the success or failure of this project.