• Inch-Pebble Project Scheduling: Managing Concerns

  September 7, 2008

  
  

• Governance Thinking - Structure of Program Management Governance

  September 6, 2008

  
  

• Effects of Project Risks on Organization

  September 6, 2008

  
  

• Risk Management Process

  September 6, 2008

  
  

• Initiating Phase - Feasibility Study Request and Report

  September 6, 2008

  
  

• Build Training Time Into The Schedule

  September 5, 2008

  
  

• Powering Past the Post-PMP® Syndrome

  September 5, 2008

  
  

• Definition of Crashing (In Project Management Terms)

  September 5, 2008

  
  

• Project Resource Requirements

  September 5, 2008

  
  

• Initiating Phase - Project Specifications Request

  September 5, 2008

  
  

Project Management and ITIL – IT Project Failures

April 21, 2008 | Author: admin | Filed under: ITIL

Project Management and ITIL – IT Project Failures (#5 in the series Implementing ITIL® using the PMBOK® Guide in Four Repeatable Steps)
By Lawrence Cooper, PMP, CPM, ITIL Service Manager

Anyone who has ever worked on a very large IT project likely has experiences with massive project failure. Some of the more common causes are listed below:

• Project timelines beyond 6–12 months generally result in a project going over budget and failure to deliver on the promised benefits—detailed project planning is hard to do beyond 6 months
• Failed projects usually suffer from a lack of focus and momentum after about the 5-6 month mark
• Poorly defined scope (and requirements) and scope creep because of unclear goals objectives
• No change control system to handle scope changes
• Lack of executive commitment and user interest due to the long timelines involved
• Failure to communicate and act as a team
• The wrong skills or not enough of the right skills

These project failures continue to this day because organizations fail to heed the lessons they should have learned by now. A project to implement ITIL is subject to these same causes for project failure. In later articles, we will discuss how to implement ITIL to avoid these common project mistakes.

About the Author

Samuel Brown, PMP, is a course developer and instructor for Global Knowledge with 25 years experience teaching. In addition, he has provided project management consulting services for a variety of clients including GE, Glaxo Smith-Klein, Bristol-Myers Squibb, Michelin Tire, and IBM.

This article was originally published in Global Knowledge’s Business Brief e-newsletter. Global Knowledge delivers comprehensive hands-on project management, business process, and professional skills training. Visit our online Knowledge Center at www.globalknowledge.com/business for free white papers, webinars, and more.

© Copyright 2008, Global Knowledge. All rights reserved.

Related Articles

• Project Management and ITIL – Managing Delivery Risk
• ITIL® and Project Management: A Powerful Combination
• Project Management and ITIL – A BoK Comparison
• Project Management vs. ITIL Release Management
• Deming and ITIL

This entry was posted on Monday, April 21st, 2008 and is filed under ITIL. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.

feel free to leave a comment

Comment Guidelines: Basic XHTML is allowed (a href, strong, em, code). All line breaks and paragraphs are automatically generated. Off-topic or inappropriate comments will be edited or deleted. Email addresses will never be published. Keep it PG-13 people!

XHTML: You can use these tags: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <code> <em> <i> <strike> <strong>

All fields marked with " * " are required.

Name: *
Email (will never be displayed): *
URL:
Your comments: *
Remember my information for the next time I visit.

• Agile Project Management
• Certification
  •  >> CAPM
  •  >> ITIL
  •  >> PMP
• Change Management
• Communications Management
  •  >> Communications Planning
  •  >> Information Distribution
  •  >> Performance Reporting
  •  >> Project Closure
• Computer Based Information Systems
  •  >> Project Collaboration
• Concepts
  •  >> Project Lifecycle Phases
  •  >> Project Stakeholder Mgmt
  •  >> Role of the Project Manager
• Corporate Transformation
• Cost Management
  •  >> Cost Estimating
  •  >> Economic Evaluation
• Critical Chain Project Management
• Delegation
• History
• HR Management
  •  >> Organizational Structures
  •  >> Team Building
• Implementing Project Management
  •  >> PM Implementation Plan
• Integration Management
  •  >> Change Control
  •  >> Project Management Framework
  •  >> Project Plan Development
• Lessons Learned
• Management
• Miscellaneous
• People Issues
  •  >> Conflict Management
  •  >> Leadership
  •  >> Motivation
• PMBOK
• PRINCE2
• Procurement Management
  •  >> Contract Administration & Close-out
  •  >> Procurement Plannning
  •  >> Solicitation & Source Selection
• Program Management
• Project Management Advantages
• Project Management Best Practices
• Project Management Charts
• Project Management Definitions
• Project Management Ethics
• Project Management for Beginners
• Project Management Musings
• Project Management Office
• Project Management Proposals
• Project Management Templates
• Project Portfolio Management
• Project Workforce Management
• Quality Management
  •  >> Principles
  •  >> Techniques
• Requirements Management
• Risk Management
  •  >> Risk Identification
  •  >> Risk Quantification & Analysis
  •  >> Risk Response & Control
• Scheduling
  •  >> Normal and Crash Costs
  •  >> Project Plan Refinement
  •  >> Resource Constrained Projects
  •  >> Resource Leveling
• Scope Management
  •  >> Process of Change Control
  •  >> Project Scope Management
  •  >> Scope Change Control
• SCRUM
• Soft Management
• Time Management
  •  >> Activity Definition
  •  >> Activity Duration Estimate
  •  >> Activity Sequencing
  •  >> Critical Path
  •  >> Network Planning
  •  >> Project Milestones
• Training
• Uncategorized