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Projects are like icebergs, says Oxsoft’s Ian Hodgson. So how do you avoid the hidden menace?
Keeping your head above water - Part 3 | Part 1 | Part 2
Without clear leadership from the centre of the organisation, it is difficult if not impossible for these two views to coalesce. It is therefore not surprising that only 17% of bespoke applications are completed on time with promised functionality, while 25% of CRM projects achieve this goal and 40% of all business process automation projects are brought in on time and with the functionality required by users see (see Figures 1-3).
These differences illustrate two important facets of this spread of projects: in bespoke application development, only the IT department is normally involved because the project is seen as almost pure IT; but CRM involves the marketers, and the business process automation often involves far broader sweeps of individuals/departments within the organisation, with their differing needs, wants and opinions.
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