Everyone knows them, the horror stories where an IT project is stopped after long and extensive investments without the desired results. Based on years of experience, i.deeds has identified 5 common pitfalls or risks that lead to the failure of (implementation) projects. And most importantly, i.deeds has also developed a method to avoid these pitfalls!
There seems to be a project for everything: but what becomes of all these projects? Many of them get stuck. The implementation phase encounters resistance. Employees are not interested. Management leaves it unchecked. Operational pressures hamper new initiatives. Unforeseen developments cause delays. And there are a hundred other reasons for failure. IT projects are very fragile because they are not part of the daily exercise, deal with abstract matters and have impact on various employees and departments. For these reasons, endless discussions and an eventual stalemate are major risks, while the choices that you make can be crucial to the operational effectiveness and growth of your business.
An IT project must be sustainable – it needs to stand the test of time. Years of experience have taught i.deeds that it is always the same factors that cause projects to fail. i.deeds expertise shows you how to avoid five common project pitfalls. It is only when you – perhaps with the help of i.deeds – disable these risks that your project can have a decent chance of success.
Risk 1: misunderstanding each other
Hold prior discussions with those involved about how much time they can spend on the project and create a clear, strict but realistic schedule on this basis. Provide short-term deadlines and demand commitment from staff. A systematic achievement of goals generates faith in a project.
Risk 2: overly complex business processes
When a process is too complex, it needs to be broken down into smaller, more manageable sub-processes. Clear subprocesses automatically provide a better understanding of the overall process.
Risk 3: an ill-defined scope
Clearly define what lies within the scope, but also make a point of defining what is not within the scope. Grey areas are not allowed here. This is the only way to avoid disappointed expectations.
Risk 4: the scope changes during the project
The rule of thumb is that the scope is sacred. However, the world is constantly evolving and a modification of the scope is sometimes called for, particularly for longer term projects. Make sure that the entire project team accepts the scope change and redefine it clearly.
Risk 5: lack of involvement
Make sure that personnel are convinced of the added value of the project. Management has an exemplary role: it needs to outline the importance of the project to the company’s future and free up enough time within the departments for the project.
i.deeds is happy to assist you in the analysis of your company’s processes and the development of a customised selection process. Interested? Contact us!