Hi Tripp. Your recent articles on IT projects outlining their short comings and sometimes questionable value delivered is something that we can all relate to. There is a multitude of IT project methodologies claimed to be practiced including waterfall, agile, scrum, RUP, lean (too many to list here) that aim to successfully deliver change. My question: what might be reasonable measures for evaluating successful IT change delivery, measures that could be used to drive improvement with quantifiable results? Regards, Tim

Tripp,
Well spotted, in my view. Fixing scope creep, without first understanding the work that IT is to do, for what benefit and with what interconnections with the rest of a business is like trying to fill a colander with water.
IT sponsors often want to get going, without clear direction as to what the IT is to do, because, often, I would hazard the guess, IT issues, rather than business imperatives dominate. And when business is considered it is not to seek to automate a good system, but to substitute IT for the develoment of a practical and effective business system in the first place. So IT automates…something…but no one knows what, precisely, it is to achieve.