Anonymous

London

Programme Director

By definition the size and complexity of most public sector IT projects is far greater than the norm. The costs, risks and impact of failure equally so.

Software development is an extremely complex business and becoming more so with every day that passes. It is NOT easy. The critical success factors are however seldom exclusively about the technology.

By definition, these projects represent fundamental change for the departments concerned with implications far beyond the successful technical operation of "the system".

These issues need to be assertively managed or valuable time and money will be lost in futile debate. This is often terminal!

It is true that the same mistakes are being repeated - but the irrevocable fact is that the critical success factors are constant. They are about a mix of:

·Clearly defined and communicated business objectives
·Project Governance: assertive, informed and rapid decision making about business and technology matters - particularly those that extend scope or timescale
·Empowered and capable management
·Subject matter expertise - detailed knowledge of the business domain
·Technology solution design and delivery
·Supplier Management - usually achieved via a commercial model that aligns supplier and customer objectives.

It is also critical to note that it is unlikely that the managers in the departments concerned have any experience of managing or delivering projects of this nature. Endless volumes on best practice are no substitute for experience.

Finally, beware debilitating (and expensive) bureaucracy!

Stay focused at all times.