Abstract
Even though Information Technology (IT) software development projects exhibit a checkered history of poor scheduling and late delivery, emerging project traits are promoting successful implementation and reduced risk of failure. IT project management, requirements gathering and management, user involvement, organizational alignment, development methodology, quality assurance and testing process maturity are integrating together to create a culture of rising success and efficient project implementation. Organization alignment, project management, business and technology architectures, and organizational change management domains are integrated into a successful software development framework.
Highlights
When candy giant Hershey Foods former CEO and Chairman Kenneth L
Some companies have made successful inroads and this paper focuses on these new critical success factors
10 Charles William Butler and Gary Lowell Richardson: Completing Information Technology Projects as Scheduled and on Time shortcomings of the modern information technology (IT) organization and is not just a duplicate historical failure list: 1) Prior to project initiation there needs to be a process dedicated to matching the project proposal to organizational objectives
Summary
When candy giant Hershey Foods former CEO and Chairman Kenneth L. Wolfe told Wall Street analysts during a conference call in September 1999 that the company was having problems with its new order-taking and distribution computer system—a $112 million combination of software from ERP maker SAP, CRM provider Siebel and supply chain software from Manugistics—he didn't offer any details He did say, that the problems were going to keep Hershey from delivering $100 million worth of Kisses and Jolly Ranchers for Halloween that year. [1] One firm, FoxMyer Drugs, reportedly went into bankruptcy because of the implementation failure of its enterprise resource planning system For both FoxMyer and Hershey, the culprits were a large third-party software package. Failure to delivery originally proposed features and functions: a) For large companies, approximately 42% of proposed requirements were implemented b) For small companies, 78% of projects delivered 74%. From this base strategies are introduced that can lead to improved project success
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