1 How to Cause Information Technology Disasters William A. Yasnoff, MD, PhD Oregon Health Division.
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Transcript of 1 How to Cause Information Technology Disasters William A. Yasnoff, MD, PhD Oregon Health Division.
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How to Cause Information Technology Disasters
William A. Yasnoff, MD, PhD
Oregon Health Division
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Causing IT Disasters
Risks of Information Technology Types of Disasters Disaster Strategies: Management Disaster Strategies: Technical Avoiding Disasters
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Risks of IT: How Projects Fail
Functional: system does not perform needed tasks (correctly)
Users resist new system Management resists new system Cost overrun Delays Technical problems: system does not work
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Sources of IT Risk
Mismatched expectations– lack of knowledge by management– lack of accurate forecasting– lack of adequate communication
Inadequate planning Changing specifications Resistance to change Technology
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HI
HILO D O A B I L I T Y
BENEFITS
Nolan & Norton Benefit/Risk Grid
High Wire Acts Block Buster
Dud Bread & Butter
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Rates of IT Failure are High
• 16.2% were “project successful” (software projects that are completed on-time and on-budget among
American companies and governments)
• 52.7% were “project challenged” (they were completed and operational but over-budget, over the time estimate, and offers fewer features and functions than originally
scheduled) • 31.1% were “project impaired” (canceled)
Source: “Charting the Seas of Information Technology” The Standish Group 1994
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Strategies for IT Failure
Management Technical
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Key Elements in IT Projects
Time
Budget
Features
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1. Trust the Vendor
Buy system without clear problem specification
Rely on single source of advice Ignore standards and open systems Select the lowest cost option Use only one vendor for all purchases Only allow use of “standard,” centrally
approved software
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2. Delegate
Implement and manage IT systems with different group from purchaser
Separate strategic and operational management
Impose cosmetic quality control standards Delegate operations, retain financial
control Develop rigid job descriptions
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3. Impose Rigid Controls
Eliminate exploratory work Enforce conformity with current in-house
standards Require justification for every computer
system expenditure (savings or competitive advantage)
Eliminate operational managers who take an organization-wide view
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4. Divide and Rule
Separate business and IT functions and personnel; separate career tracks and reporting lines
Encourage competition within the organization; discourage collaboration
Maintain management ignorance of IT; do not fund IT continuing education
Underpay all IT staff
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5. Use IT as Tool for Finance
Place IT under Director of Finance Use IT primarily for financial control Focus IT efforts on executive
information systems Move corporate staff to remote site Move IT staff and operations to
(different) remote site
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6. Use Consultants
Rely solely on external consultants for IT Use the same external consultants for
management advice Eliminate any in-house staff that address
the areas of IT covered by the consultants
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7. Set Objectives
Impose rigid quarterly financial performance objectives with required cost-benefit analyses of all IT expenditures
Use IT to support and reinforce vertical patterns of management reporting
Do not support general objectives with detailed IT project planning
Always accept the lowest bid
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8. Control Information
Restrict contacts between departments Penalize criticism of IT systems Avoid discussions of failures or conflicting
views Minimize communication between
management and staff Centralize all IT operations and
development
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9. Avoid User Input
Do not consult with staff who will use or be affected by new systems
Provide minimal training in new IT systems
Automate all possible functions with the goal of eliminating the maximum number of staff
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Strategies for IT Failure
Management Technical
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1. Technical Leadership
Appoint a technical project leader with complete authority; do not involve users
Ensure that team consists only of programmers
Give technical team complete financial and decision-making autonomy
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2. Resources
Provide whatever resources are requested at outset and as project continues
Do not involve managers or users in resource allocation
Provide latest state-of-the-art equipment, software, and tools without regard to other IT systems
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3. Planning
Insist on complete specification of system in advance, including all deliverables, tasks, and sub-tasks
Require strict adherence to a timetable completely defined in advance
Allow continuous modification of requirements throughout the project
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4. Feedback
Avoid discussing technical issues with users
Avoid user testing of system operational concepts
Develop complete working systems without user involvement
Insist on user cooperation in use of new systems even if they do not benefit
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5. Technology
Encourage development of custom software and tools rather than use of commercial packages
Encourage use of latest technology, especially if unproven in operational systems
Avoid purchases of any capability that can be developed in-house
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Avoiding Disasters
Reasons for success and failure Warning signs of projects in trouble Paradigm for IT project implementation
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Reasons Projects Fail
Expectation Mismatch Poor communication Bad idea Forcing project delivery dates Assigning under-skilled managers No business sponsorship No comprehensive plan
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Reasons Projects Succeed
User involvement Management support Skilled, experienced project managers Clear requirements statement Comprehensive work plan Sound development methodology Prototyping Extensive Testing
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Project Failure Warning Signs
Lack of agreement on goals Continuously changing requirements No written project implementation plan Rapidly growing budget Repeated contract modifications Major deliverables are late Project managed solely by contractor
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Paradigm for Success
Behavior Modification– management– users
Minimize increments of change Use intermittent positive reinforcement– provide real benefits to users– what they want, NOT what you want
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Disaster Avoidance: Pearls
Clear goals supported by management Adequate budget and time Continuous user involvement Planning Use proven methods & technology Prototyping Minimize increments of change Behavior modification
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Key Elements in IT Projects
Time
Budget
Features