Ensuring the success of an IT project can be challenging in the best of times. Factors such as management support, user influence and vendor input can all impact a project’s adoption rate. To greater understand the pulls and pushes of a successful – and unsuccessful – project from the product selection viewpoint, Info-Tech Research Group surveyed almost 2,000 IT managers. Respondents provided feedback on projects such as VoIP, virtualization, ERP and RFID, with respect to business benefits, competitive advantage, budget and schedule.
Information from various industry sectors was collected. In this example, data from end-users in the manufacturing segment was compared: matching successful projects to unsuccessful projects. Factors to bear in mind when designing and managing a project came to light. Not too surprisingly, the people involved in a study were critical influencing factors.
According to your customers, key takeaways from this study included:
Management plays a significant role.Survey respondents stressed if management was involved in projects related to core operations, for example, financial management and business reporting, there was a greater chance of the project’s success. Managers also played a significant role on tasks with a broad footprint, or impact, on the overall enterprise. Projects such as VoIP fall into this category.
Consult with vendors and resellers. Expand your relationship with vendors and resellers, and use them as trusted advisors throughout the project. Be sure to clearly outline your hardware needs. Not having specifically defined requirements can act as a barrier to a project’s success. While helping to ensure the project’s success, an additional key benefit includes building confidence in the technology as being a business solution.
Carefully consider the role of the consultant on the project. Consultants have an important role in the success of projects. However, by their very nature, they can also have a negative influence on the cost-structure. As a result, consider their role in your project, and consider the value they bring. First, verify they are bringing some value to the project, and then that they are qualified to perform the scope of work. Confirm references; validate their expertise and certification in the particular area.
Consider the role of the end-user in the course of the overall IT project. In the successful examples, users helped define requirements. They were not involved at a granular level, selecting products or drafting formal requirements, but were valuable in the initial defining project stage.
The challenges of managing an IT implementation can be numerous. Addressing the issues depends on the individual factors of the specific project. Common influencers, however, include the people: the key stakeholders. By proactively managing their expectations and contributions, you can help increase the likelihood of success for your – or your customer’s – project.
Michelle Warren is a senior analyst for Indaba at Info-Tech Research Group of London, Ont.
