In this interview conducted on November 15, 2012, I explore with David Keller the need for exploring project unknowns through conversations before launching major projects.
David has extensive experience in complex trading systems and led technology projects in both start-ups and large corporations as Co-Founder, Data Symmetry, Chief Information Officer & Senior Vice President, NEW YORK MERCANTILE EXCHANGE, Chief Information & Technology Officer, Founder, EnergyNet® & EnerSoft® Corporation.
By Alain Bolea and David Keller
A high proportion of Technology projects do not deliver: they are late, the product or service does not match end-user requirements, and/or requires significant late stage changes to satisfy the client’s needs. Such outcomes usually reduce a company’s competitive position, increase project costs, and strain relationships. Creating success in IT projects calls for greater project team alignment upfront.
Common Pitfalls of Technology Projects
At their inception, troubled projects tend to follow the same scenario; we call it “Rushing to fail” and it typically goes like this:
- High-level project parameters are set by a few individuals using an incomplete view of the needs of end-users, project constraints and risks.
- Because key project assumptions come from senior management, the project staff often unconsciously avoids fully vetting them; “solutions” are railroaded to meet timetable, budgets and requirements.
This faulty process, sourced in an incomplete view of the project as a whole combined with a rush to performance, is the real reason why projects fail.