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SYSTEM IMPLEMENTATION STRATEGIES A CASE STUDY IN RE-ENGINEERING A PROJECT

机译：系统实现策略，以重新工程为例

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摘要

A Standish Group study tracking U.S. project outcomes showed that from 1994 to 2000 the number of failed projects rose by 18%, while overall project growth exceeded 60%. More alarming are recent estimates of IT projects showing that IT project failure rates exceed 80%. These failures represent a growing belief that as a discipline we still do not fully understand how to manage projects, or are incorrectly measuring their success. In this paper we will present a case study that demonstrates how a complex, multi-(regionally, culturally) deteriorating IT project was reengineered for success. The project scope involved the implementation of various components of a financial system in a Fortune 500 company. We will discuss the project methodologies employed at project commencement and potential failure indicators prior and during the project. We will outline the key changes; single point of overall project management, process improvements, and escalation procedures to facilitate proper visibility and faster resolution of issues, incorporated to re-engineer this project. We intend the information presented will engage people into re-evaluating their concepts on project management, evaluate processes differently, engage critical thinking and promote an awareness of techniques and strategies that can be incorporated into project management.
机译：Standish Group跟踪美国项目成果的研究表明，从1994年到2000年，失败项目的数量增加了18％，而总体项目增长超过60％。最近对IT项目的估计令人震惊，表明IT项目失败率超过80％。这些失败代表着一种日益增长的信念，即作为一门学科，我们仍然不完全了解如何管理项目或错误地衡量其成功。在本文中，我们将提供一个案例研究，以说明如何成功地改造一个复杂的，多（区域性，文化性）恶化的IT项目。项目范围涉及在财富500强公司中实施财务系统的各个组成部分。我们将讨论项目开始时采用的项目方法论以及项目之前和期间的潜在失败指标。我们将概述主要变化；整体项目管理，流程改进和升级程序的单点操作，以促进适当的可见性和更快地解决问题，这些都已合并用于重新设计该项目。我们希望所提供的信息将使人们重新评估他们在项目管理中的概念，以不同方式评估过程，参与批判性思维并增强对可纳入项目管理中的技术和策略的意识。

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