1. Managing IT Project Delivery
Key Learning Objectives for Chapter 8:
Understand possible sources of IT project risk and how these can be managed
Recognize different approaches to project execution and understand their relatives merits
Understand the value of both consistency and agility in project management

2. Many IT service delivery arrangements, whether they involve internally or externally provided services, begin with a project.
But despite 40 years of accumulated experience in managing such projects, major disasters still occur.
南山人壽導入失敗（2017）
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This case examines the causes and consequences of a three-day network outage at Beth Israel Deaconess Medical Center, one of the world’s top hospitals and an acclaimed leader in the use of IT in the health care industry. The company’s experiences demonstrate how vital IT has become in modern organizations. Difficulties arose because of a series of incremental changes to the institution’s computing infrastructure, none of them individually harmful, each a reasonable change to fix a pressing problem; the accumulated changes, however, led to a serious collapse. The case prompts discussion of the challenges that derive from infrastructure complexity and the importance of strong IT leadership in a crisis.

3. Managing Sources of Implementation Risk Managing Project Execution
Portfolio Risk
Managing Project Execution
Process Consistency and Agility in Project Management
This case examines the causes and consequences of a three-day network outage at Beth Israel Deaconess Medical Center, one of the world’s top hospitals and an acclaimed leader in the use of IT in the health care industry. The company’s experiences demonstrate how vital IT has become in modern organizations. Difficulties arose because of a series of incremental changes to the institution’s computing infrastructure, none of them individually harmful, each a reasonable change to fix a pressing problem; the accumulated changes, however, led to a serious collapse. The case prompts discussion of the challenges that derive from infrastructure complexity and the importance of strong IT leadership in a crisis.

4. Managing Sources of Implementation Risk
Risk is an essential characteristic of projects that promise benefits
Three important project dimensions influence inherent implementation risk:
Project size
in terms of budget, staffing levels, duration, and number of departments affected
Project size across departments and companies is relative
Experience with the technology
Hiring consultants with expertise can reduce risks
Requirements volatility
This case examines the causes and consequences of a three-day network outage at Beth Israel Deaconess Medical Center, one of the world’s top hospitals and an acclaimed leader in the use of IT in the health care industry. The company’s experiences demonstrate how vital IT has become in modern organizations. Difficulties arose because of a series of incremental changes to the institution’s computing infrastructure, none of them individually harmful, each a reasonable change to fix a pressing problem; the accumulated changes, however, led to a serious collapse. The case prompts discussion of the challenges that derive from infrastructure complexity and the importance of strong IT leadership in a crisis.

5. Effects of Additional Risk Factors (Large Size, High Technology, High Requirements Volatility) on Project Risk

6. Managing the "Dip" during Project Implementation
“Dip” most often happens at "cutover," when the new system goes live
experience a feeling of everything going bad or everything suddenly being broken at cutover
This case examines the causes and consequences of a three-day network outage at Beth Israel Deaconess Medical Center, one of the world’s top hospitals and an acclaimed leader in the use of IT in the health care industry. The company’s experiences demonstrate how vital IT has become in modern organizations. Difficulties arose because of a series of incremental changes to the institution’s computing infrastructure, none of them individually harmful, each a reasonable change to fix a pressing problem; the accumulated changes, however, led to a serious collapse. The case prompts discussion of the challenges that derive from infrastructure complexity and the importance of strong IT leadership in a crisis.

7. Managing the "Dip" during Project Implementation
“Dip” most often happens at "cutover," when the new system goes live
Users and managers asked for recovery back to old systems
Problems must be tackled one at a time, in order of importance. IT managers must work hard to educate senior business managers about the inevitability of the dip and the likelihood of upturn, and also to enlist business managers in helping to set priorities for solving problems
This case examines the causes and consequences of a three-day network outage at Beth Israel Deaconess Medical Center, one of the world’s top hospitals and an acclaimed leader in the use of IT in the health care industry. The company’s experiences demonstrate how vital IT has become in modern organizations. Difficulties arose because of a series of incremental changes to the institution’s computing infrastructure, none of them individually harmful, each a reasonable change to fix a pressing problem; the accumulated changes, however, led to a serious collapse. The case prompts discussion of the challenges that derive from infrastructure complexity and the importance of strong IT leadership in a crisis.

8. Portfolio Risk
In addition to determining relative risk for single projects, a company should develop a profile of aggregate implementation risk for its portfolio of systems projects
should include projects executed by outside systems integrators as well as those of the internal systems development group
For example
in an industry where IT is strategic, managers should be concerned if there are no high-risk projects in the project portfolio.
In companies where IT plays a critical support role, heavy investment in high-risk projects may not be appropriate.
This case examines the causes and consequences of a three-day network outage at Beth Israel Deaconess Medical Center, one of the world’s top hospitals and an acclaimed leader in the use of IT in the health care industry. The company’s experiences demonstrate how vital IT has become in modern organizations. Difficulties arose because of a series of incremental changes to the institution’s computing infrastructure, none of them individually harmful, each a reasonable change to fix a pressing problem; the accumulated changes, however, led to a serious collapse. The case prompts discussion of the challenges that derive from infrastructure complexity and the importance of strong IT leadership in a crisis.

9. Portfolio Risk
Figure 8.3 depicts a way of thinking about a portfolio of projects in terms of aggregate risk
Projects may be distributed around the diagonal, spread out evenly, or clumped at the upper at the upper-left or lower-right
How they should be distributed depends on the firm's business strategy.
If a company includes "aggressive use of technology to maintain competitive advantage" in its strategy statements but has IT projects clumped at the bottom right in this picture, managers ought to contemplate whether this makes sense
Obviously, it is important to avoid off-diagonal projects in the upper-right which provide little benefit but generate high risk.
This case examines the causes and consequences of a three-day network outage at Beth Israel Deaconess Medical Center, one of the world’s top hospitals and an acclaimed leader in the use of IT in the health care industry. The company’s experiences demonstrate how vital IT has become in modern organizations. Difficulties arose because of a series of incremental changes to the institution’s computing infrastructure, none of them individually harmful, each a reasonable change to fix a pressing problem; the accumulated changes, however, led to a serious collapse. The case prompts discussion of the challenges that derive from infrastructure complexity and the importance of strong IT leadership in a crisis.

10. Project Benefits

11. Managing Project Execution
The trend in the last decade has been toward projects with more volatile requirements.
Business requirements for many systems are not well-defined in advance and also involve new technologies.
Large investments (in general, hardware..) must be spent up-front.
Traditional planning methodologies do not work well in the presence of so much outcome uncertainty
An emerging response to these conditions is adaptive methods approaches to design, deployment, implementation, and investment
This case examines the causes and consequences of a three-day network outage at Beth Israel Deaconess Medical Center, one of the world’s top hospitals and an acclaimed leader in the use of IT in the health care industry. The company’s experiences demonstrate how vital IT has become in modern organizations. Difficulties arose because of a series of incremental changes to the institution’s computing infrastructure, none of them individually harmful, each a reasonable change to fix a pressing problem; the accumulated changes, however, led to a serious collapse. The case prompts discussion of the challenges that derive from infrastructure complexity and the importance of strong IT leadership in a crisis.

12. Development Methodologies
A sequence of phases:
Analysis and design
Construction
Implementation
Operation and maintenance
This case examines the causes and consequences of a three-day network outage at Beth Israel Deaconess Medical Center, one of the world’s top hospitals and an acclaimed leader in the use of IT in the health care industry. The company’s experiences demonstrate how vital IT has become in modern organizations. Difficulties arose because of a series of incremental changes to the institution’s computing infrastructure, none of them individually harmful, each a reasonable change to fix a pressing problem; the accumulated changes, however, led to a serious collapse. The case prompts discussion of the challenges that derive from infrastructure complexity and the importance of strong IT leadership in a crisis.

13. Adaptive Methodologies
Adaptive and prototyping-intensive methodologies call for quickly building a rough preliminary version of the system without going through a lengthy or formal requirement definition or design phase
Share five basic characteristics:
They are iterative
They rely on fast cycles and require frequent delivery of value so that incremental implementation does not slow down a project
They emphasize early delivery to end users of functionality, however limited, so that feedback can be incorporated into learning and improvement cycles
They require skilled project staff capable of learning and making midcourse adjustments in the middle of deployment
They complicate the use of return on investment (ROI) and other similar tools for investment decision making
This case examines the causes and consequences of a three-day network outage at Beth Israel Deaconess Medical Center, one of the world’s top hospitals and an acclaimed leader in the use of IT in the health care industry. The company’s experiences demonstrate how vital IT has become in modern organizations. Difficulties arose because of a series of incremental changes to the institution’s computing infrastructure, none of them individually harmful, each a reasonable change to fix a pressing problem; the accumulated changes, however, led to a serious collapse. The case prompts discussion of the challenges that derive from infrastructure complexity and the importance of strong IT leadership in a crisis.

14. Adaptive Methods and Change Management
Adaptive method achieve change management in part by intensely involving users in evaluating the outcome of each development iteration and deciding on the next enhancement to be introduced into the system
The essence of sound change management is to strictly control the migration of system features from development, thru testing, into production with a clean understanding of the benefits and the potential for unanticipated problems at each stage.
This case examines the causes and consequences of a three-day network outage at Beth Israel Deaconess Medical Center, one of the world’s top hospitals and an acclaimed leader in the use of IT in the health care industry. The company’s experiences demonstrate how vital IT has become in modern organizations. Difficulties arose because of a series of incremental changes to the institution’s computing infrastructure, none of them individually harmful, each a reasonable change to fix a pressing problem; the accumulated changes, however, led to a serious collapse. The case prompts discussion of the challenges that derive from infrastructure complexity and the importance of strong IT leadership in a crisis.

15. Process Consistency and Agility in Project Management
In practice, project management always involves balancing a tension between process consistency and process agility
Project managers need to ensure …  all requirements arc met adequately
At the same time, however, companies need to retain an ability to change direction, in the middle of a project if necessary, when business conditions require it
The companies that have been most successful in balancing discipline and agility have neither eschewed process formalization altogether nor let process formalization efforts overwhelm them.
They have developed simple process management tools based on the idea that the best balance is one that includes the minimum formal specification critical to the success of a project
This case examines the causes and consequences of a three-day network outage at Beth Israel Deaconess Medical Center, one of the world’s top hospitals and an acclaimed leader in the use of IT in the health care industry. The company’s experiences demonstrate how vital IT has become in modern organizations. Difficulties arose because of a series of incremental changes to the institution’s computing infrastructure, none of them individually harmful, each a reasonable change to fix a pressing problem; the accumulated changes, however, led to a serious collapse. The case prompts discussion of the challenges that derive from infrastructure complexity and the importance of strong IT leadership in a crisis.

16. Process Consistency and Agility in Project Management
These simple tools fall into three categories:
Flow:
People working on projects need to understand the overall process "flow.”
 Simple schedules and flowcharts work well here
Completeness:
People working on projects need to be sure that no ball is being dropped
Simple checklists work well here
This case examines the causes and consequences of a three-day network outage at Beth Israel Deaconess Medical Center, one of the world’s top hospitals and an acclaimed leader in the use of IT in the health care industry. The company’s experiences demonstrate how vital IT has become in modern organizations. Difficulties arose because of a series of incremental changes to the institution’s computing infrastructure, none of them individually harmful, each a reasonable change to fix a pressing problem; the accumulated changes, however, led to a serious collapse. The case prompts discussion of the challenges that derive from infrastructure complexity and the importance of strong IT leadership in a crisis.

17. Process Consistency and Agility in Project Management
These simple tools fall into three categories:
Visibility:
People working on projects need to be able to review processes, while they are being executed, to get status information
some of the best solutions are computerized status-report systems (available to all depts) or simple wall charts that allow status to be tracked in a way that everyone (in one physical location, anyway) can see
In some contexts, another category of tools must be added: tools to ensure that project activities are auditable
This case examines the causes and consequences of a three-day network outage at Beth Israel Deaconess Medical Center, one of the world’s top hospitals and an acclaimed leader in the use of IT in the health care industry. The company’s experiences demonstrate how vital IT has become in modern organizations. Difficulties arose because of a series of incremental changes to the institution’s computing infrastructure, none of them individually harmful, each a reasonable change to fix a pressing problem; the accumulated changes, however, led to a serious collapse. The case prompts discussion of the challenges that derive from infrastructure complexity and the importance of strong IT leadership in a crisis.