Haven't we learned to avoid those huge big-bang-projects ("Another flop by Accenture")

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Article in Computer Sweden - "Ännu ett fiasko för Accenture" (free translation goes "Another flop by Accenture")
http://computersweden.idg.se/2.2683/1.546751/annu-ett-fiasko-for-accenture?queryText=accenture

How tragic. Of course anyone can fail, but haven’t we learned to avoid those huge big-bang-programs trying to change too big bite of an organisation or business segments at once?

I see the typical mistakes over and over again

-          It’s never a monolith with all the same sets of preconditions and requirements. Hence forcing too big of bite into the same model will make big violence on your business. However in most of the times the projects will never even be completed since stakeholders will not be able to agree or likely not even understand each other, due to their different contexts and needs. This will lead to frustration and all but an inspiring working climate. Instead we have to be more percipient to differentiations in areas such as business models/processes, performance, latency, stability, security, flexibility and agility. All to form our system architecture based on our actual needs and nothing else.

-          Complexity and tight dependencies will kill you. Big changes will exponentially increase in complexity due to the many stakeholders, systems and dependencies involved. Decision making and planning will most immensely increase in cost due to this.

-          Too large of steps. On the paper it looks so good and straight forward to have it all done in one big bang, to get it finalized, over with, in order to go on with your future plans. Unfortunately it doesn’t work like that. Instead you have to work your way little by little. Your new findings and learnings from each step will make the next step better and more accurate. It’s been said so many times, but for a reason – “It’s an evolution not a revolution”.

-          Lack of being in control. IT critical programs/projects today must be run by business and IT together. Don’t think you can make shortcuts by hiring  a complete external team fixing the beef without your involvement. Of course one should use genuine consultants to gain success, but have them work together with, and let them empower, you your organisation.

-          There are no shortcuts, I'm afraid, it’s all about hard work. Make your valid assumptions and draw the map. Then redraw the map over and over and over again as things change and new findings are made. You have to care and you have to engage.

Ok, so who is accountable, who to blame?

I think we are all accountable. Both the way we believe we can buy high level professional services today, in the middle of the digital era, without being deeply involved in the project and then still expect a success. But also the way suppliers fail to manage expectations, risks and involvement of clients to take greater ownership of a success. 
From both sides, the buyer as well as the client, we need better competence, understanding and engagement of both Business and IT/Tech, "Business IT Alignment". 




 Folllow me on twitter: mandus_engman

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