We can easily relate how indispensable are
for better management of enterprise IT projects. If you need a right a drive/push for all things mentioned above and it is not feasible without a strong higher management support.
No, we are not talking about whether top management is finding value in the whole initiative or not. Of course top management is the most important stakeholders who would approve budget, allocate funds for the enterprise IT project. The question is, whether the organizationís executive management can drive the whole project. Driving the project not in execution terms but to let all involved stakeholders understand importance of the project for organizationís success, prepare employees and other stakeholders to embrace change, to let the conviction percolate from the top.
If you look at some the research reports, you would quickly notice projects failure is also attributed to lack of management support.
Though we briefly look at stakeholderís involvement in enterprise IT projects in earlier post. When we speak of stakeholder, in this context it is about customer, end user. We are no longer into 5/10-year product plan era. That kind of macro-level planning is not quite useful these days. That invariably means that if we have to take into account what-is-happening-today or what-should-happen-next-year, we will have to work closely with customers as well as end users.
There is no point in delivering something that is of no or miniscule value to customer. As I said earlier, nobody likes bad surprises. How would customer react to end-result of all-hard-work that is not helping him/her do the desired job? Thatís the reason, why regular customer involvement and regular feedback is crucial for success of enterprise IT projects. And thatís the reason, why lean/iterative project delivery makes lot sense today.
Enterprise IT projects involves lots of integration of software components, transformation of existing legacy systems. Such technological project requires careful designing of individual software component, migration of data, and user-experience to newer systems, managing & controlling information flow from/to individual components. All of these means, the system testing is highly essential. One should not rely on development teams themselves to test their or somebody elseís software component. There has to be quality assurance team to test individual component but it is all the more important to have system integration testing.
Software products delivered without thorough integration testing are most likely to fail when customer will start testing it or using it. And having worked in software industry for more than a decade, I have seen that even best software from top technology firms will have bugs/issues. But those issues/bugs have been be rectified and resolved. It just needs thorough testing. And it is really important in case of enterprise IT projects because if project-delivery does not meet quality criteria, there is chance that customer will reject the software system thereby possibly raising a-question-mark on survival of a business.
Essentially, you can not leave testing of deliverable of enterprise IT projects to customers/ end users. They will typically do high-level use-case testing. Your organization has to carefully plan, devise processes for rigorous system integration testing.
Enterprise IT project is not simple affairs to deal with. Though it is a complex endeavor organizations have to undertake such projects to remain a viable business today. To increase the chances enterprise IT project success necessitate organizations to carefully build teams, train them and lay down project management processes to ensure project teams have the required skills and knowledge to succeed. Let me summarize the major points to help you ensure successful management & delivery of enterprise IT projects.
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