manager had an idea.
manager thought that this new system would not be difficult to build,
, it was simple idea and had obvious benefits. At least, he thought the
was simple and the benefits were obvious to him. And the new system
cost that much. Could it? His consultants and his vendors all thought
it was a
good idea. After all, it could mean work and money for them, so it must
team knew that it was important that the cost was low and the time to
short. It was important because otherwise the business case might not
Not only that, but it didn’t deliver what the business needed. The manager was very upset with the failure. He just couldn’t understand what the problems were. His project manager had consistently promised that the project was on time and on track. And he would know, wouldn't he?
Unfortunately, when it came to testing the system, it just didn’t work properly. It didn’t do what the users wanted, it was slow and the cost of the technology was many times that predicted in the business case. Suddenly, the project manager's promised deadlines failed. Previously all his estimates and deadlines were met, now, when it came to testing, that changed. The project manager had claimed that the project was 90% finished. Now it looked as though the last 10% would take as long as the first 90%.
In the end the system was abandoned and the technical team were all reprimanded. Some lost their jobs. After all, they hadn’t delivered what the business case promised.
When the project was independently reviewed it was discovered that the business case had drastically underestimated how long and how much the system would take to build. The conclusion was that the requirements kept changing, the scope was unclear and there was no technical leadership across the project.
to this story is:
Robertson-Dunn, June 2010