Study shows 75% of IT projects “doomed”

One of the main reasons I get pulled into client situations is lack of communication between IT and the business.  Either the technology is changing so fast the business can’t keep up, or the business has not disclosed planned changes in the company operating model, or the two sides have political or personal issues keeping them from open and honest communication.

A recent study posted on ZDNet by Michael Krigsman illustrates this point, with 75% of respondents claiming that the IT project “was doomed from the start” based on lack of requirements or understanding of the objectives of the project.

While most statistics quantify how many projects succeed or fail, this study describes expectations of success. In a world where perceptions and expectations can lead to self-fulfilling results, the study presents disturbing conclusions.

In many large organizations, “perception is truth.” If a team is perceived to be challenged from the get-go, they will face an increased scrutiny, difficulty in acquiring needed resources, and poor attention to detail of project team members.  “Winners go with winners,” as such high performers who might be needed on the project will run away quickly from a “doomed” effort until the base questions surrounding the reasons and the benefits for the project are explained.

This study supports the view that IT failure is a critical problem for many organizations. Aside from negative perceptions, the reality of failure creates substantial financial impacts. Unexpected rework, delays, and cost overruns are among the many tangible effects of failed IT projects.

To learn more about our Program Design and Oversight service, including the need for solid stakeholder engagement and communication planning, read our point of view.


1 Comment

Filed under Change Management and Leadership, Communication Planning, Program Management, Risk Management

One response to “Study shows 75% of IT projects “doomed”

  1. Pingback: Mobility, Executives, and the Blue Shiny Object | The View from C-Level

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