The Center for Project Management in San Ramon, California, examined 24 IT proje
ID: 3865654 • Letter: T
Question
The Center for Project Management in San Ramon, California, examined 24 IT projects and compiled a list of ten dumb mistakes. The center then presented this list to 50 conference attendees and asked them to grade their organization on each mistake. The average grade was between a C+ and D. Here are the ten mistakes:
1. Mistaking every half-baked idea for a viable project.
2. Overlooking stakeholders, forgetting the champions, and ignoring the nemesis.
3. Not assessing the project's complexity.
4. Not developing a comprehensive project charter.
5. Not developing a comprehensive project plan.
6. Not designing a functional project organization.
7. Accepting or developing unrealistic or unachievable estimates.
8. Accepting status reports that contain mostly noise and not enough signal.
9. Looking back and not ahead.
10. Not following a robust project process architecture.
Read the above list and find an example of a project for which this is the case. The project can be one that you have personal experience with or that you have read or heard about. Describe the example and state which of the mistakes was made with respect to the project. (Note that there may be more than one for a particular project.) If you choose a project in the news, provide a citation so that your classmates can read more about it. Minimum length of response is 100 words. Respond to at least two other student posts.
can i get references please?
Explanation / Answer
Mistake:
Accepting or developing unrealistic or unachievable estimates.
Not assessing the project's complexity.
Project details:
Both of the above mistakes usually go hand in hand.
Lets take example of a project:
You have a plan to create a unified electronic health records system. Its targetted to serve more than 300 hospitals.
This project included specify, implement, deploy and evaluate a sequence of ever more complete IT systems, in a process that was controlled by the stakeholders who were most directly involved. Consider the number of entities invovled and modules required, and then prepare a plan for implementation and deployments.
If complexity and the scope is not taken into account then the estimates and planning will not align with commitments and it will lead to failure of the project.