About
The 10 Danger Signs of Failing IT Projects - Webinar By ITXpertPanel
| Date: | 25-Sep-12 to 25-Sep-12 |
| Location: | Online Training / Wilmington / Delaware / United States |
| Category: | IT Conferences & Trade Fairs |
Overview: Designing, implementing and integrating major IT systems has numerous pitfalls that don’t appear, for example, in building construction. If you’re responsible for delivering a major IT project - or if you are paying for one - you need to be aware of what indicators are red flags for possible failure of the project.
Classical project management tools were built assuming that projects execute well-defined, known steps. These tools often fail to predict problems when applied to complex software-based IT projects, because software development (or customization or integration) almost always requires engineering - adaptation and experimentation to find a workable fit to the problem. Such experimentation can't be adequately managed by PERT and Gantt charts alone. In addition to the classical tools, you need insight into how this engineering gets accomplished - or not - in the context of IT projects.
This webinar takes you through 10 of the red flags for IT project failure, explains what they mean, why they are significant and what kind of countermeasures are available to deal with them. The signs are grouped into the following categories:
Progress – or lack of it: How do you know that the project is progressing? Have you chosen the right milestones? What do you do about changes to the mission/requirements/goals of the project?
Management - Are you working from the same agenda as the development team? Do you have the right sponsor support? Are you rewarding the right things? Is there sufficient technical depth in the management? Do you have enough (or too much) control? Is the team burning out?
Processes & tools – Automation: What is the build/integrate/release cycle time? How often does a build fail to complete? What is the trend of the testing/QA backlog?
Team dynamics – Does the development team have the right attitude towards management? The right communications style? Honesty about actual status? Is there sufficient technical depth in the development team?
Complexity - Is the project excessively constrained (by time, by dependencies, by team dispersion)? Are there too many interfaces or data formats? Are the objectives changing too rapidly?
After reviewing the danger signs and their countermeasures, Dr. Levy concludes with pointers on how to prepare yourself and your teams for the next IT project and suggestions on how to reduce risk throughout the IT department.
Areas Covered in the Session:
Introduction:
Roles & responsibilities
Reporting relationships
Engineering vs. operations
Progress - or lack of it:
Making progress visible
How to deal with schedule slippage
What to do when the backlog of work is growing
Management:
Sponsorship and how to use it
Investigating your reward systems
Do you have enough control – or too much?
What to do about team burnout
Processes & Tools:
Do you have enough automation?
QA work and the feedback cycle
Team Dynamics:
Taking the temperature of a team
Defining "done" and being truthful
Signs of technical inadequacy
Complexity:
Is there too little time?
Are there too many interfaces (existing subsystems)?
Changes add complexity
Conclusion:
How to prepare for future projects
Reducing risk in IT
Classical project management tools were built assuming that projects execute well-defined, known steps. These tools often fail to predict problems when applied to complex software-based IT projects, because software development (or customization or integration) almost always requires engineering - adaptation and experimentation to find a workable fit to the problem. Such experimentation can't be adequately managed by PERT and Gantt charts alone. In addition to the classical tools, you need insight into how this engineering gets accomplished - or not - in the context of IT projects.
This webinar takes you through 10 of the red flags for IT project failure, explains what they mean, why they are significant and what kind of countermeasures are available to deal with them. The signs are grouped into the following categories:
Progress – or lack of it: How do you know that the project is progressing? Have you chosen the right milestones? What do you do about changes to the mission/requirements/goals of the project?
Management - Are you working from the same agenda as the development team? Do you have the right sponsor support? Are you rewarding the right things? Is there sufficient technical depth in the management? Do you have enough (or too much) control? Is the team burning out?
Processes & tools – Automation: What is the build/integrate/release cycle time? How often does a build fail to complete? What is the trend of the testing/QA backlog?
Team dynamics – Does the development team have the right attitude towards management? The right communications style? Honesty about actual status? Is there sufficient technical depth in the development team?
Complexity - Is the project excessively constrained (by time, by dependencies, by team dispersion)? Are there too many interfaces or data formats? Are the objectives changing too rapidly?
After reviewing the danger signs and their countermeasures, Dr. Levy concludes with pointers on how to prepare yourself and your teams for the next IT project and suggestions on how to reduce risk throughout the IT department.
Areas Covered in the Session:
Introduction:
Roles & responsibilities
Reporting relationships
Engineering vs. operations
Progress - or lack of it:
Making progress visible
How to deal with schedule slippage
What to do when the backlog of work is growing
Management:
Sponsorship and how to use it
Investigating your reward systems
Do you have enough control – or too much?
What to do about team burnout
Processes & Tools:
Do you have enough automation?
QA work and the feedback cycle
Team Dynamics:
Taking the temperature of a team
Defining "done" and being truthful
Signs of technical inadequacy
Complexity:
Is there too little time?
Are there too many interfaces (existing subsystems)?
Changes add complexity
Conclusion:
How to prepare for future projects
Reducing risk in IT
Visitors
Who Will Benefit:
Project Managers
COO
VP-Operations
CIO
VP-Information Systems
Director of IT
Corporate Controller
VP-HR
Director of HR
CEO
President of Division
GM of Division
Project Managers
COO
VP-Operations
CIO
VP-Information Systems
Director of IT
Corporate Controller
VP-HR
Director of HR
CEO
President of Division
GM of Division
Exhibitors
The aim of the ITXpertPanel brand is to become a platform for augmenting and enhancing the knowledge and skill sets of experienced IT professionals across the globe. ITXpertPanel is aimed at seasoned IT professionals with a high degree of qualification and experience. It seeks to address minute and intricate areas of their expertise that could have developed into their domain and seeks to clear these doubts and pain areas.
All these can be availed from the convenience of their location. With cost-effective features like credits awarding program, expert advice, flexibility of viewing recorded webinars at the attendee's convenience and online participation, ITXpertPanel is the ideal medium for bringing experienced IT professionals together virtually.
ITXpertPanel is the latest in a series of trainings in high-specialty areas from NetZealous. It is a continuum of brands such as TrainHR and MentorHealth, which followed the success of GlobalCompliancePanel.
All these can be availed from the convenience of their location. With cost-effective features like credits awarding program, expert advice, flexibility of viewing recorded webinars at the attendee's convenience and online participation, ITXpertPanel is the ideal medium for bringing experienced IT professionals together virtually.
ITXpertPanel is the latest in a series of trainings in high-specialty areas from NetZealous. It is a continuum of brands such as TrainHR and MentorHealth, which followed the success of GlobalCompliancePanel.
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