I took my current position on the heels of such a hard lesson. Our software business was the scene of the crime for our disastrous CRM implementation. Inside sales team was bleeding badly from several deep wounds and a thousand paper cuts. Channel partners were revolting. Activities that used to take minutes, like placing an order or checking availability, now could take half an hour. The system was bouncing frequently. The IT team was releasing a Siebel recompile every other day.The root cause of the problems? A lack of strong functional leadership on the project. To emphasize this lesson, Durbin points out five scenarios where IT projects fail from lack of functional business leadership (in my words):
- Trying to make the new system work just like the old system
- Rushing the implementation to satisfy unrealistic schedule expectations
- Expecting the IT project manager to represent business users as well as IT
- Underestimating the complexity of data warehouse projects
- Having multiple functional leaders instead of a single commander
Read the whole article.
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