Software - If at first you don't succeed.... you're running about average

If at first you don't succeed.... you're running about average
No one ever said it was easy to implement a new IT project within an organization. It is as much about managing people change as IT change. Here are some of the dos and don'ts for those embarking on an IT project

1. Choose the right project manager

Technical genius is always useful, but even more important is great communication and interpersonal skills, the ability to lead and motivate team members and an eye for the bigger picture with sharp business acumen.

2. Communicate, communicate, communicate

Many IT project managers make the mistake of assuming that there will be little significant change to requirements once they have been documented at the outset of the project. An open and ongoing dialogue between project manager and sponsor ensures that no one is disappointed or surprised by the outcome of the project.

3. Clearly define requirements

All too often an organisation starts out on an IT project without a clear understanding of what it hopes to achieve. "If an IT project is to deliver real value it is essential that clear goals, objectives and measures are identified and signed off, by both project manager and sponsor, well before the project wheels are set in motion," says Dr Anna McRea, ITCBP* team member.

4. Get project buy-in

Everyone from the sponsor down must be accountable and share ownership for the project's success. Visible commitment from top management raises the profile of the project and helps focus efforts and resources.

5. Don't underestimate the steepness of the learning curve

No two IT projects are ever the same. Commercial IT projects use many technologies and languages and operate in a different environment each time. Allow for a learning period and ensure everyone gets the training they need to get to grips with the project.

6. Keep to as short a schedule as possible

"Generally the longer the duration of the project, the more likely it is to fail," says Dr McRea. "Business requirements and priorities change, so keep the delay between the setting and the achievement of goals and objectives to a minimum." "What really counts in any IT project is the people behind the technology," says Dr John Connaughton, Project Manager for ITCBP. "Get the people issues right and you take a huge leap forward on the road to project success."

* IT Construction Best Practice (ITCBP) has been giving free guidance to construction companies for some years on making information technology work for their benefit. www.itcbp.org.uk