Question

IT PROJECT MANAGEMENT.

Find 5 examples of projects that failed. Explain why they failed and what may have been done to salvage them.

Answer 1

1. HealthCare.gov: a U.S. government project to make a website is one of the most talked failures in recent years that permitted uninsured people to buy medical coverage at a limited rate through private trades.

HealthCare.gov propelled in October of 2013, and issues showed up immediately. The site couldn't bolster the in excess of 8,000,000 clients who visited it in the initial scarcely any days after dispatch, and subsequently, just 1 percent of individuals had the option to effectively enlist.

Upon examination, it turned out to be certain that poor communication and a huge absence of partner support were two of the greatest causes of the project's failure.

Uninvolved project sponsors

A huge cause of failure emerges when development occurs in a vacuum. Rather than remaining required during the development stage, project sponsors hand off the prerequisites and wait for teams to convey a completed item.

This leaves teams with no agent to contact when questions emerge. Rather, they're compelled to make their best speculation and keep creating. On the off chance that they surmise wrong, business doesn't discover until development finishes up.

This prompts miserable project sponsors, items that aren't fit for discharge, and complex changes that leave the project late and over budget.

To avoid this failure, ensure a project sponsor or other selected business agent takes an interest during the development stage.

The business sponsor responds to the development team's inquiries regarding prerequisites and audits in-progress work to guarantee that what's created fulfills the first demands.

2. Somewhere in the range of 2000 and 2005, engineers at the FBI dealt with Virtual Case File—a framework planned to modernize the bureau's IT frameworks and supplant an inheritance case management stage. Subsequent to going through five years and almost $170 million dollars, the project was surrendered.

Virtual Case File was esteemed "deficient, lacking, thus ineffectively structured that it would be basically unusable under certifiable conditions." The team contracted to manufacture the product demanded that the issues were the consequence of degree sneak and continuous changes in project details.

Moving project objectives

Each IT project has three requirements: time, extension, and budget.

Utilizing a Waterfall approach, time and extension are fixed, yet the budget is adaptable. The development team conveys all mentioned functionality by predefined cutoff time. On the off chance that that is inconceivable, teams add budget to expand the measure of work they're ready to finish in the apportioned time outline.

Utilizing an Agile methodology, time and budget are fixed, however, the extension is adaptable. Perceiving that scarcely any—projects ever go precisely as indicated by the plan, Agile's authors pushed for a framework that permits teams to move priorities varying to ensure completed items fulfill the most squeezing business needs.

Most Agile teams work in a Scrum system. Scrum teams work in short iterations that are normally between multi-week and one month long. Toward the start of every iteration, the team plans its work. The plan cannot change when work is been started or midway.

It might be difficult to control changing project objectives, yet it is conceivable to limit the effect of moving objectives by working in a model that supports change when required.

Changing project objectives are to be faulted for 36 percent of bombed projects, however, changes in the plan don't need to prompt failure. Limit this risk by decreasing the timeframe of plans.

3. In 2001, the U.S. Census Bureau started a project that would modernize the information gathering or collection for the 2010 census. Rather than having surveyors use paper structures, they would construct handheld PCs to use for gathering review information.

Tragically, the innovation was more mind-boggling to work than foreseen. After in-house development teams neglected to deliver the innovation, the Census Bureau needed to draw in a merchant to get done with building it. Be that as it may, the first failure left the merchant with just a year to complete the project before the necessary testing time frame.

At last, the project wasn't finished on time

Unexpected risks

there are three kinds of risks to any project:

• Expected knowns are risks you think about and can plan to mitigate..

•        Known questions are issues you think about that can possibly become risks

•        Unknown questions are risks that find you totally napping.

•        The answer for sudden risks is equivalent to the answer for off base assessments. To avoid project failure because of startling risks, estimations need to reflect both known and obscure risks.

•        The cone of vulnerability is intended for simply this reason. In the project initiation stage, your team assesses that it will take a month to finish the coding. In any case, since there's still such a high potential for obscure questions to spring up, hand-off a gauge of four times that size to the project sponsor.

•        That additional three months will give adequate time to deal with any sudden risks that yield up. What's more, in the most ideal situation, you finish three months ahead of schedule. Telling a project sponsor that you completed early and under-budget is constantly desirable over revealing to her that the project will be late and cost more than planned.

4. The Shared Services Transformation Program by the Department of Transport in the UK and it was an IT program. At the point when affirmed, the assessed cost for the project was £55.4 million, however, it would spare the division £112.4 million more than ten years.

Numerous progressions and surprising complexities—joined with little project management oversight—caused delays and expanded expenses. When the issues got self-evident, the expense of the project had expanded to £121.2 million, while the foreseen reserve funds for the office diminished to £40.1 million.

Because of poor project management, a project intended to spare the division £57 million really wound up costing it £80 million.

Poor project management

At the point when a project plan is going astray, the signs are self-evident. Budget is being devoured too rapidly, or teams are missing targets. Yet, the signs are just evident in the event that somebody is viewing.

Making a plan for a project isn't sufficient. Somebody must monitor the plan. That individual can be a project manager, IT manager, or Scrum Master—who doesn't make a difference as much as the way that somebody is monitoring progress.

Lacking project management oversight represents 20 percent of bombed projects. To not to have this failure, there should be somebody responsible for monitoring progress toward project objectives.

5. In 2004, airplane maker Boeing propelled its Dreamliner project with the objective of making an imaginative, calmer, and more eco-friendly airplane. Project pioneers settled on the choice to re-appropriate the majority of the structure, building, and assembling work, leaving Boeing with the last errand of joining and gathering. Tragically, this choice prompted various issues: seller delays in conveying parts, an absence of documentation on the most proficient method to collect frameworks, and the receipt of fewer latches than required. Because of these issues, Dreamliner sent four years after the initially planned lady flight, and the project cost doubles the first gauge.

Reliance delays

For huge or potentially complex IT projects, there are frequently numerous development teams included. Sometimes conditions are interior teams from different divisions that possess and oversee explicit stages or services, and sometimes they're merchant teams redoing an item or administration the organization obtained.

At the point when different teams you're reliant on neglect to convey on time, it can throw the project totally off track

Most importantly there's not a great deal you can do to surge different teams along and ensure they finish their part on time, this can be avoided with appropriate planning and estimation