Embarking on Fatal Maiden Voyage”>95 Method for service organizations. Reach him on Twitter at www.twitter.com/TriBabbittor LinkedIn at www.linkedin.com/in/trippbabbitt.



Embarking on Fatal Maiden Voyage”>95 Method for service organizations. Reach him on Twitter at www.twitter.com/TriBabbittor LinkedIn at www.linkedin.com/in/trippbabbitt.
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
I have worked with several IT organizations recently. The first thing IT has to realize is that what the purpose of IT is in the organization it supports. Each organization has different issues so a set of “standard” measures doesn’t make sense for IT. In studying the system measures will be emergent from studying outside-in as a system.
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.
Tripp,
Article is good. Will u please tell implementable tips to avoid scope crepe in requirement, design and management thinking