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Earl Mardle presentation
- 1. ICT failures Why do they happen so often What can we do about it?
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- 6. Competent use ofICT in Non-profits is the exception Andrew Maher
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- 13. Dangerous Enthusiasms E-Government,Computer Failure and Information System Development Robin Gauld & Shaun Goldfinch
- 14. The $10,000,000 Problem
- 15. Update: Still HappeningNew Auckland Super City computer system Political promise $126 million
- 16. Predicted final bill$576 million.
- 17. IAG Business AnalysisBenchmark Surveys 100+ companies role of business requirements on success with technology projects. Projects over $250,000 Significant new functionality delivered to the organization.
- 18. Average project size$3 million.
- 19. Findings Review 68%of companies: project success is ‘Improbable’: might succeed – but not by design.
- 20. 50% of projectswere “runaways” which had any 2 of: 180% + of target time to deliver
- 21. 160% of estimatedbudget
- 22. Under 70% ofthe required functionality
- 23. The Usual SuspectsSales people
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- 31. Sales people Theysold us something we don't need and can't use.
- 32. Sample SAP- Waste Management failed ERP system. WM - SAP used a "fake" product demonstration
- 33. SAP – WM didn't define business requirements"
- 34. or provide "sufficient,knowledgeable, decision-empowered users and managers"
- 35. Processes The “bestpractise” trap
- 36. Sample - NSW Emergency departments FirstNet system crippled by design flaws.
- 37. Staff They're afraidof “Innovation”
- 38. Herman Miller FurnitureGreat users of IT Design,
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- 43. Service All outCRM anyone?
- 44. OH !!!!!!! NO!!!!!!!
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- 47. IT Management Aparanoid empire builder Security
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- 50. CEO/CFO Decision-makers highlevel of knowledge of ICT 33.4% in 2005
- 51. 36.3% in 2008Key decision maker’s level of leadership in using ICTs 33.1% Innovation = mostly failure.
- 52. NZ Charities Commission$1.5m into $3m Online services project
- 53. Cost to change1 (One) digit $15,000 Throw away $1.5m
- 54. Start again Finalcost $1m
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- 59. Computer fault -you can bank on it Expect more inconvenience and disruptions to services from computer glitches The CBA, NAB, ASX, Virgin Blue. Alan Fekete, University of Sydney “failures at the banks and stock exchange were to be expected.”
- 60. Board Its aboutpower and control. Wikileaks world
- 61. Innovation = Disruptionof power structures
- 62. Beware Funders BearingGifts Age Concern dilemma Online management tools provided by funding agency
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- 64. We'd be betteroff With a phone
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- 67. And a largebook of stamps
- 68. No Going BackIts just the way we do things now
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- 70. All Organisations areVirtual We ARE our information Change Staff
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- 76. We exist onlyin Information Charters
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- 87. Brain Surgery onYourself
- 88. John Seely BrownChief Scientist Xerox Corporation Paul Duguid School of Information Management and Systems UC, Berkeley
- 89. By the book– or not All organisations operate on Widespread
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- 92. Informal Breaking therules Perfect example
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- 94. Business Plan Con, bribe or blackmail legislators
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- 100. ICT locks inthe rules Manuals
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- 104. How to cripplean organisation without going on strike? Work to rule
- 105. Dr. Karen StephensonOrganization charts - lines of authority, Not lines of work,
- 106. Nor howthings really get done. Very little working knowledge in formal rules, procedures, or policies.
- 107. Map theropes , Informal trust relationships cut across hierarchy.
- 108. Tacit knowledge a unique byproduct of these relationships
- 109. Tonya Surman CSISpace = physical closeness matters
- 110. The Map Keyplayers, “culture carriers” - often invisible or inconsequential to hierarchy.
- 111. “Hubs” connectto people.
- 112. “Gatekeepers” connectorganisational parts
- 113. “Pulse takers” indirect ties Give or withhold approval
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- 117. Yes, yes, yes.. But how do we do it?
- 118. Project design Mapthe present
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- 123. Map the presentThe Ropes Org charts
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- 125. Information flows TheInfo-environment Borders barriers and controls Gaps in the fences
- 126. 2020 org ChartPartners Ideas Cloud
- 127. The IAG Check180% + of target time to deliver
- 128. 160% of estimatedbudget
- 129. Under 70% ofthe required functionality
- 130. Critical Path Strategy80's Dole queues
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- 134. The listening organisationNZ CAB What do we do?
- 135. How do wedo it? Effective staff engagement tools
- 136. Reality checking teamsand their function Dissenters are a key resource
- 137. Making a differencematters
- 138. The Modular ApproachStepped process and interface design Placing small bets
- 139. The privilege offailure Its never finished Time to the start line
- 140. Technology Constantly evolvingand obsolescing People Curious, adaptable, risk-takers Organisations Stable, durable