I can help when:
(1) you are starting a project and need to plan properly to avoid problems later, this might cover; strategy, architecture, business case, procurement or probity (a stitch in time saves nine)
(2) if you hit a problem, and need an independent perspective to sort it out and get the project back on track (independent project review)
(3) if things have gone from bad to worse, and you are facing litigation or dispute, I can sort through the mess and find you a path forward (dispute resolution)
(4) you need a post-implementation review to catalogue the "lessons learned"
October 7, 2019
Information technology (IT) projects in the government (public) sector experience significant challenges. Despite decades of research, the adoption of formal methods, the use of external suppliers and packaged software, these remediation attempts have not appeared to have reduced nor mitigated the problems faced when the public sector undertakes large IT projects.
This research reports on a qualitative study that investigated 181 interviews and 5,000 pages of project data drawn from a large-scale public sector IT project which resulted in a cost overrun that exceeded AUD$1 Billion. The interview transcripts and project data were analysed using an inductive case study methodology and the research process was influenced by aspects of Grounded Theory.
Boards Lack Technical Competence
Sep 9, 2018
Implementing information technology projects in the public sector is challenging. And we seem to experience these challenges with a regularity that is both perplexing and frustrating. Think #censusfail, the myki smartcard fiasco and the Queensland Health payroll debacle, to name just a few. Indeed, the failure rates of large-scale IT projects are unreasonably high across both the public and private sectors, with costs of failure reported in the hundreds of millions of dollars.
One of our main findings was underpinned by the idea that leaders require more than a passing familiarity with the technical skills required to do the job if they are to identify competence in those carrying out the work. Without this, the projects have a poor chance of success. Technological competence needs to be specific, not generalised. The most senior executive with day-to-day accountability for the project, and who has a direct and material impact on project outcomes, must have experience with, and knowledge of, the technology being developed.
Competence versus Confidence
May 1, 2017
Cobb’s Paradox asks: ‘We know why projects fail; we know how to prevent their failure—so why do they still fail?’ This study immerses itself into a major Australian IT project in order to unearth the drivers of project failure. Several new and novel findings have emerged.
Using Multi-Grounded Theory this research has developed models and rich descriptions of new phenomena. The phenomena identified in this research, are drawn from social psychology and economic theory and highlight the issues of project execution as a social undertaking. This paper addresses one of those findings, namely the lack of domain expertise by senior management and vendor representatives. This paper examines the consequences of ‘actors-working-in-organisa- tions’ (Manning, 2008, p. 678) and in particular looking at individual interactions, decisions and consequences (Goffman, 1959) through the lens of the Kruger-Dunning Effect (1999).
Cloud is Reaching Maturity
it only took 30 years to be an overnight success
"Everything we have today exists because a few stubborn innovators back then trusted their instincts and stood their ground. This became an even tougher choice after venture funding all but dried up in the wake of the dot-com crash — perhaps that's a lesson from history that today's entrepreneurs should take to heart.
Everyone who was there at the time acknowledges the huge influence of Salesforce and its CEO Marc Benioff in making a very public stand in support of the cloud-native model, but there are many others who played their part. A company called Jamcracker led an initiative to map out all the areas where the nascent industry would need new standard specifications.
Another early pioneer was Biztone, which set out to build the first cloud-native ERP suite. Its CEO Dr Darryl Carlton used to talk about the disappearance of all the early mainframe financials vendors after the rise of client-server, and how the client-server giants like SAP and Oracle would eventually share the same fate at the hands of the cloud generation — a prediction that is perhaps finally starting to come true now" (Phil Wainwright)