1. Formulated project implementation process, improved project management tools, and created and cultivated organizational project management culture
2. Set clear, achievable goals for all projects
3. Authorized the project manager and supporting functional departments, and defined their respective responsibilities and scope in the project management process
4. Periodic review or audit of the project
5. Reward and incentive measures after the realization of project objectives
The organization should make a good plan in the preliminary work, and maximize the interests of the enterprise in the plan.
Planning IS very important. Effectively evaluate the IS project in advance, and evaluate the implementation cost and future completion of the whole project from a professional perspective.
All these preliminary work are conducive to the successful implementation of IS project. However, risks cannot be completely non-existent. In addition to specifying a successful plan, the organization also needs to prepare alternatives for how to deal with the occurrence of some unavoidable risks, so as to avoid risks to the minimum.
In order to control the risk of failure, the organization should focus on three key item when they are going to start a new IS project.
Item One: The Department focus on the need, scope, changes, business processes, benefit and knowledge, etc.
Item Two: The Project needs an experienced senior manager, specific and accessible goals, expected risk, reasonable cost and remedial actions.
Item Three: The Supplier need to understand our needs, a refined contract and detailed responsibility.
The organization should formulate a good plan in the preliminary work, and in the plan instead, improve the interests of the enterprise.Planning is very important. Effectively evaluate IS projects in advance, and evaluate the implementation cost and future completion of the entire project from a professional perspective.However, the risk cannot be completely absent. In addition to formulating a successful plan, the organization also needs to prepare some alternative methods to address the occurrence of some alternative risks, so as to minimize the risk.
In order to control the risk of failure,Organization should formulated good project implementation process, improved project management tools and created and cultivated organizational project management culture.The second thing is setting clear, achievable goals for all projects.Then
the organization need authorized the project manager and supporting functional departments and defined their respective responsibilities and scope in the project management process.To control risk also need periodic review or audit of the project.Finally,Reward and incentive measures after the realization of project objectives.
1. Support from top management.
2. Make some alternative plan to deal with the occurrence of some unavoidable risk, so as to minimize the risk.
3.Planning is very important. The organization should make a good plan in the preliminary work, and maximize the benefit of the enterprise in the plan.
On the basis of risk identification, risk estimation and risk evaluation, project managers use risk planning, risk control and risk supervision to effectively manage the risks of project activities.
The organization should notice the following key items and ask some related questions before we approve an IS project in order to control the risk of IS project failures.
1.Item One: The Department.
We should know about how this project will affect the business,and how much and how little can be changed once it is launched.
2.Item Two: The Project
We should notice whether the project is properly staffed to enable effective leadership,decision-making and risk management to begin from day one and continue consistently to the end.
3.Item Three: The Supplier
We should know that how will the way we work with our supplier help the project to succeed.
Project risks can be controlled from three aspects:
1. Technical risk:On the one hand, we should choose the software provider with strong development ability and the project implementor with rich experience and excellent service. On the other hand, we should grasp the consistency between the technical framework of the project and that of other informationization projects. In addition, the introduction of third-party professional consultation, supervision and project evaluation is also an effective means for enterprises to avoid technical risks.
2. Implementation risk:Strictly control the time, cost and quality of the project through my ability in organization, decision-making, communication, business and technology
3. Application risk:Before the project is implemented, a project adaptability assessment can predict the degree of integration between the project and the enterprise business. During the implementation of the project, I will monitor the implementation and application effect of the project at any time and solve any problems in time.
1. Strengthen project communication and management. During the demand investigation, in-depth communication should be conducted with the information system application department to understand their real intention. The demand characteristics of different levels of personnel should be distinguished, especially the strategic intention of the decision-making level is the key.
2. Use scientific project management tools.
3. Formulate a rigorous project schedule. You can establish project milestones by defining the scope of the project, creating a work breakdown structure, and subdividing the work. Then, the work is sorted to get the project schedule network diagram, from the network diagram to find the critical path of the project, and finally make the project schedule.
4. Choose the right development technology.
5. Strengthen project human resource management. According to the project organization plan, set up the project team, equipped with high-quality project management personnel and technical personnel.
When setting the preliminary scope, risk can be avoided to the greatest extent at this stage.
Before approve a project, everyone should ask:
“Does the Department and other key stakeholders understand how this project will affect the business, and how much and how little can be changed once it is launched?”
“Is the project properly staffed to enable effective leadership, decision-making and
risk management to begin from day one and continue consistently to the end?”
“How will the way we work with our Supplier help this project to succeed?”
Managers need quite different styles and approaches to manage the different types of projects risk effectively.
Controlling the risk of IS project failure requires asking some key questions before approving the project in order to reduce the risk.
The department and other key stakeholders already understand how the project will affect the business, and how much and how much can be changed once it is launched.
The project has been equipped with appropriate personnel to enable effective leadership, decision-making and risk management to start from the first day and continue to the end.
How will the way we work with suppliers help this project succeed?
The organization shall control the project delivery on time and within budget, and the delivery results shall reach the level of customer satisfaction. And actively communicate with the team in order to make all project deliverable and activities satisfy the customers.
1.Item One: The Department.
We should know about how this project will affect the business,and how much and how little can be changed once it is launched.
2.Item Two: The Project
We should notice whether the project is properly staffed to enable effective leadership,decision-making and risk management to begin from day one and continue consistently to the end.
3.Item Three: The Supplier
We should know that how will the way we work with our supplier help the project to succeed.
1. Carry out effective analysis and communication, and set reasonable goals and milestones. Improve the efficiency of decision-making, in order to achieve the expected final destination, corresponding control, such as controlling the budget, the next deliverable, the expectations of the executives, and the deadline for implementation. Ensure milestones are met and minimize surprise.
2. Pay attention to whether the project is equipped with appropriate personnel, strengthen the management of human team members, and form a strong project team.
3. Remove organizational barriers both within the project and with suppliers. All parties should be aligned with the common goal of project success. Strengthen mutual trust, avoid misunderstandings, ensure replacement of information, and prevent the project from concentrating risks on blame.
1. The department knows the changes of the project like business processes and environment etc.
2. Effective leadership is important. It’s about basic decision- making and risk management from day one to end.
3. Good suppliers decide the success of the project.
Design and Definition
1 Required outputs described with sufficient clarity
2 Project seen as part of a wider process to deliver business objectives
3 End-goal with a lot review points to confirm business case
Project Discipline
1 Project documentation can not replace project management
2 Milestones should be managed, (not too far)
3 identifying and evaluate risks and allocate them to managers with authority
4 Requirements changes should reflected in fixed deadlines
5 Contingency planning should realistic
6 Project can not beyond the experience and capability of the Project Manager
Supplier Management
1 Project should understanding of supplier commercial imperatives
2 Supplier selected on a value for money basis
Organizations can control risks of IS project failures can control risk in three ways.
The first is in at the department level. the Department and other key stakeholders must understand how this project will affect the business, and how much and how little can be changed once it is launched. For example they should know what it can change as the project progresses and how much change will cost in terms of money, performance reduction and time-scales?
The second is at the Project level. the project needs to properly staffed to enable effective leadership, decision-making and risk management to begin from day one and continue consistently to the end. For more details, a senior manager or more with real understanding of the business requirement and responsible for delivery of the business benefits should participate in the project.
The third is at the Supplier level. Organizations should know How will the way they work with their Supplier help this project to succeed. Such as They must be clear that whether the supplier understand our business needs.
I think before we start approving a project we need to ask some of key questions and we can divide it into there parts: for the department; the project and the supplier. In addition, companies also need to value the time cost or money with the profits from the IS project. Identify their initial goals.
First of all, for the department: “Does the Department and other key
stakeholders understand how this project will affect the business, and how much and how little can be changed once it is launched?”
Secondly, for the project: “Is the project properly staffed to enable
effective leadership, decision-making and risk management to begin from day one and continue consistently to the end?”
Thirdly, for the supplier: “How will the way we work with our supplier help this project to succeed?”
1. The department
The Department and other key stakeholders understand how this project will affect the business, and how much and how little can be changed once it is launched. This part shows the information related to the development of IS project such as scope, time, cost and so on.
2. The project
The project is properly staffed to enable effective leadership, decision-making and risk management to begin from day one and continue consistently to the end. This part needs to clarify who is responsible for a particular section
3. The supplier
The way we work with our supplier help this project to succeed. A good supplier can make IS project more in line with the needs of users.
The Department: the Department and other key stakeholders understand how this project will affect the business, and how much and how little can be changed once it is launched.
The Project:the project properly staffed to enable effective leadership, decision-making and risk management to begin from day one and continue consistently to the end.
The Supplier:the way we work with our Supplier help this project to succeed
It is essential for the companies to control the risk of failure. After reading the articles, I think companies can control from the following sides:
1.At the department level: should know about how this project will affect the business,and how much and how little can be changed once it is launched.
2.At the project level: should notice whether the project is properly staffed to enable effective leadership,decision-making and risk management to begin from day one and continue consistently to the end.
3.At the supplier level: should know that how will the way we work with our supplier help the project to succeed.
1. The organization should make plans in advance, effectively evaluate the IS project in advance, and evaluate and analyze the cost and completion progress required by the project from a professional perspective.
2. The organization should prepare some alternatives when making plans to avoid some unforeseen events.
3. Carry out effective risk identification and risk assessment, and reasonably control project risks.
There are some methods that can help the achievement of IS project successfully:
First of all, to make relationship between enterprises goals and IT related goals should be put in the design of this project, it is critical to have a good performance in the operations of enterprises.
Next, the creators of the project should pay attention to the risk assessment of the project, if they cannot analyse the risks, it will increase the possibility of the fail of the project.
At last, to build up an enough strong guard in order to prevent the attacks from outside hacks will decline the worries of its users about the safety problems of it.
First,project manager didn’t focus on the unnececeary change.
Second,when we found ERP system is slow, we didn’t use the method called Causality analysis.
Third,lose the control of the budget.
I. The enterprise shall apply information technology to the work of risk management, and establish a risk management information system covering all aspects of the risk management process and internal control system, including information collection, storage, processing, analysis, testing, transmission, report, disclosure, etc.
II. The enterprise shall take measures to ensure the consistency, accuracy, timeliness, availability and integrity of the business data and risk quantification values input into the risk management information system. The data entered into the information system shall not be altered without approval.
III. The risk management information system shall be able to carry out measurement, quantitative analysis and quantitative testing of various risks; It can reflect the monitoring status of risk matrix and ranking spectrum, major risks and important business processes in real time. It can give information alarm to the major risks that exceed the upper limit of risk early warning; It can meet the requirements of internal information reporting system of risk management and external information disclosure management system of enterprises.
IV. The risk management information system shall realize the integration and sharing of information among various functional departments and business units, which can not only meet the requirements of risk management of individual businesses, but also meet the comprehensive requirements of risk management of the whole enterprise and cross-functional departments and business units.
V. The enterprise shall ensure the stable operation and security of the risk management information system, and constantly improve, perfect or update it according to the actual needs.
VI. Enterprises that have established or basically established enterprise management information systems shall supplement, adjust and update the existing management processes and procedures, and establish a sound risk management information system; If the enterprise management information system has not been established, the risk management and the enterprise’s various management business processes and management software should be unified planning, unified design, unified implementation and synchronous operation.
In the preliminary work, did not make a mature and reliable plan. This includes failure to correctly assess the technical risks and practical application risks. And the lack of suitable implementation personnel, qualified leaders, qualified suppliers. The implementers should have the professional qualities they should have, and the suppliers should have the reputation they should have.
Yuting Yang says
1. Formulated project implementation process, improved project management tools, and created and cultivated organizational project management culture
2. Set clear, achievable goals for all projects
3. Authorized the project manager and supporting functional departments, and defined their respective responsibilities and scope in the project management process
4. Periodic review or audit of the project
5. Reward and incentive measures after the realization of project objectives
Yijing Zhan says
The organization should make a good plan in the preliminary work, and maximize the interests of the enterprise in the plan.
Planning IS very important. Effectively evaluate the IS project in advance, and evaluate the implementation cost and future completion of the whole project from a professional perspective.
All these preliminary work are conducive to the successful implementation of IS project. However, risks cannot be completely non-existent. In addition to specifying a successful plan, the organization also needs to prepare alternatives for how to deal with the occurrence of some unavoidable risks, so as to avoid risks to the minimum.
Hang Zhao says
In order to control the risk of failure, the organization should focus on three key item when they are going to start a new IS project.
Item One: The Department focus on the need, scope, changes, business processes, benefit and knowledge, etc.
Item Two: The Project needs an experienced senior manager, specific and accessible goals, expected risk, reasonable cost and remedial actions.
Item Three: The Supplier need to understand our needs, a refined contract and detailed responsibility.
Dacheng Xu says
The organization should formulate a good plan in the preliminary work, and in the plan instead, improve the interests of the enterprise.Planning is very important. Effectively evaluate IS projects in advance, and evaluate the implementation cost and future completion of the entire project from a professional perspective.However, the risk cannot be completely absent. In addition to formulating a successful plan, the organization also needs to prepare some alternative methods to address the occurrence of some alternative risks, so as to minimize the risk.
Yujia Hu says
In order to control the risk of failure,Organization should formulated good project implementation process, improved project management tools and created and cultivated organizational project management culture.The second thing is setting clear, achievable goals for all projects.Then
the organization need authorized the project manager and supporting functional departments and defined their respective responsibilities and scope in the project management process.To control risk also need periodic review or audit of the project.Finally,Reward and incentive measures after the realization of project objectives.
Yu Hu says
1. Support from top management.
2. Make some alternative plan to deal with the occurrence of some unavoidable risk, so as to minimize the risk.
3.Planning is very important. The organization should make a good plan in the preliminary work, and maximize the benefit of the enterprise in the plan.
Chang Cui says
keep the plan realistic
plan throughly
foresee potential risks
Lei Tian says
On the basis of risk identification, risk estimation and risk evaluation, project managers use risk planning, risk control and risk supervision to effectively manage the risks of project activities.
Yiqiong Zhang says
The organization should notice the following key items and ask some related questions before we approve an IS project in order to control the risk of IS project failures.
1.Item One: The Department.
We should know about how this project will affect the business,and how much and how little can be changed once it is launched.
2.Item Two: The Project
We should notice whether the project is properly staffed to enable effective leadership,decision-making and risk management to begin from day one and continue consistently to the end.
3.Item Three: The Supplier
We should know that how will the way we work with our supplier help the project to succeed.
Xiaohan Chen says
Project risks can be controlled from three aspects:
1. Technical risk:On the one hand, we should choose the software provider with strong development ability and the project implementor with rich experience and excellent service. On the other hand, we should grasp the consistency between the technical framework of the project and that of other informationization projects. In addition, the introduction of third-party professional consultation, supervision and project evaluation is also an effective means for enterprises to avoid technical risks.
2. Implementation risk:Strictly control the time, cost and quality of the project through my ability in organization, decision-making, communication, business and technology
3. Application risk:Before the project is implemented, a project adaptability assessment can predict the degree of integration between the project and the enterprise business. During the implementation of the project, I will monitor the implementation and application effect of the project at any time and solve any problems in time.
Xiaomeng Chen says
1. Strengthen project communication and management. During the demand investigation, in-depth communication should be conducted with the information system application department to understand their real intention. The demand characteristics of different levels of personnel should be distinguished, especially the strategic intention of the decision-making level is the key.
2. Use scientific project management tools.
3. Formulate a rigorous project schedule. You can establish project milestones by defining the scope of the project, creating a work breakdown structure, and subdividing the work. Then, the work is sorted to get the project schedule network diagram, from the network diagram to find the critical path of the project, and finally make the project schedule.
4. Choose the right development technology.
5. Strengthen project human resource management. According to the project organization plan, set up the project team, equipped with high-quality project management personnel and technical personnel.
Haoyu Bai says
When setting the preliminary scope, risk can be avoided to the greatest extent at this stage.
Before approve a project, everyone should ask:
“Does the Department and other key stakeholders understand how this project will affect the business, and how much and how little can be changed once it is launched?”
“Is the project properly staffed to enable effective leadership, decision-making and
risk management to begin from day one and continue consistently to the end?”
“How will the way we work with our Supplier help this project to succeed?”
Managers need quite different styles and approaches to manage the different types of projects risk effectively.
Shengyuan Yu says
Controlling the risk of IS project failure requires asking some key questions before approving the project in order to reduce the risk.
The department and other key stakeholders already understand how the project will affect the business, and how much and how much can be changed once it is launched.
The project has been equipped with appropriate personnel to enable effective leadership, decision-making and risk management to start from the first day and continue to the end.
How will the way we work with suppliers help this project succeed?
Zijie Yuan says
The organization shall control the project delivery on time and within budget, and the delivery results shall reach the level of customer satisfaction. And actively communicate with the team in order to make all project deliverable and activities satisfy the customers.
Lisheng Lin says
1.Item One: The Department.
We should know about how this project will affect the business,and how much and how little can be changed once it is launched.
2.Item Two: The Project
We should notice whether the project is properly staffed to enable effective leadership,decision-making and risk management to begin from day one and continue consistently to the end.
3.Item Three: The Supplier
We should know that how will the way we work with our supplier help the project to succeed.
Xuemeng Li says
1. Carry out effective analysis and communication, and set reasonable goals and milestones. Improve the efficiency of decision-making, in order to achieve the expected final destination, corresponding control, such as controlling the budget, the next deliverable, the expectations of the executives, and the deadline for implementation. Ensure milestones are met and minimize surprise.
2. Pay attention to whether the project is equipped with appropriate personnel, strengthen the management of human team members, and form a strong project team.
3. Remove organizational barriers both within the project and with suppliers. All parties should be aligned with the common goal of project success. Strengthen mutual trust, avoid misunderstandings, ensure replacement of information, and prevent the project from concentrating risks on blame.
Zhiyuan Lian says
1. The department knows the changes of the project like business processes and environment etc.
2. Effective leadership is important. It’s about basic decision- making and risk management from day one to end.
3. Good suppliers decide the success of the project.
Shengjie Zhang says
Design and Definition
1 Required outputs described with sufficient clarity
2 Project seen as part of a wider process to deliver business objectives
3 End-goal with a lot review points to confirm business case
Project Discipline
1 Project documentation can not replace project management
2 Milestones should be managed, (not too far)
3 identifying and evaluate risks and allocate them to managers with authority
4 Requirements changes should reflected in fixed deadlines
5 Contingency planning should realistic
6 Project can not beyond the experience and capability of the Project Manager
Supplier Management
1 Project should understanding of supplier commercial imperatives
2 Supplier selected on a value for money basis
Yongheng Luo says
Organizations can control risks of IS project failures can control risk in three ways.
The first is in at the department level. the Department and other key stakeholders must understand how this project will affect the business, and how much and how little can be changed once it is launched. For example they should know what it can change as the project progresses and how much change will cost in terms of money, performance reduction and time-scales?
The second is at the Project level. the project needs to properly staffed to enable effective leadership, decision-making and risk management to begin from day one and continue consistently to the end. For more details, a senior manager or more with real understanding of the business requirement and responsible for delivery of the business benefits should participate in the project.
The third is at the Supplier level. Organizations should know How will the way they work with their Supplier help this project to succeed. Such as They must be clear that whether the supplier understand our business needs.
Yue Ma says
I think before we start approving a project we need to ask some of key questions and we can divide it into there parts: for the department; the project and the supplier. In addition, companies also need to value the time cost or money with the profits from the IS project. Identify their initial goals.
First of all, for the department: “Does the Department and other key
stakeholders understand how this project will affect the business, and how much and how little can be changed once it is launched?”
Secondly, for the project: “Is the project properly staffed to enable
effective leadership, decision-making and risk management to begin from day one and continue consistently to the end?”
Thirdly, for the supplier: “How will the way we work with our supplier help this project to succeed?”
Tianyu Zhang says
1. The department
The Department and other key stakeholders understand how this project will affect the business, and how much and how little can be changed once it is launched. This part shows the information related to the development of IS project such as scope, time, cost and so on.
2. The project
The project is properly staffed to enable effective leadership, decision-making and risk management to begin from day one and continue consistently to the end. This part needs to clarify who is responsible for a particular section
3. The supplier
The way we work with our supplier help this project to succeed. A good supplier can make IS project more in line with the needs of users.
Weiwei Zhao says
The Department: the Department and other key stakeholders understand how this project will affect the business, and how much and how little can be changed once it is launched.
The Project:the project properly staffed to enable effective leadership, decision-making and risk management to begin from day one and continue consistently to the end.
The Supplier:the way we work with our Supplier help this project to succeed
Yanxue Li says
It is essential for the companies to control the risk of failure. After reading the articles, I think companies can control from the following sides:
1.At the department level: should know about how this project will affect the business,and how much and how little can be changed once it is launched.
2.At the project level: should notice whether the project is properly staffed to enable effective leadership,decision-making and risk management to begin from day one and continue consistently to the end.
3.At the supplier level: should know that how will the way we work with our supplier help the project to succeed.
Yalin Zou says
1. The organization should make plans in advance, effectively evaluate the IS project in advance, and evaluate and analyze the cost and completion progress required by the project from a professional perspective.
2. The organization should prepare some alternatives when making plans to avoid some unforeseen events.
3. Carry out effective risk identification and risk assessment, and reasonably control project risks.
Yutong Sun says
There are some methods that can help the achievement of IS project successfully:
First of all, to make relationship between enterprises goals and IT related goals should be put in the design of this project, it is critical to have a good performance in the operations of enterprises.
Next, the creators of the project should pay attention to the risk assessment of the project, if they cannot analyse the risks, it will increase the possibility of the fail of the project.
At last, to build up an enough strong guard in order to prevent the attacks from outside hacks will decline the worries of its users about the safety problems of it.
715756314@qq.com says
First,project manager didn’t focus on the unnececeary change.
Second,when we found ERP system is slow, we didn’t use the method called Causality analysis.
Third,lose the control of the budget.
Ying Cheng says
I. The enterprise shall apply information technology to the work of risk management, and establish a risk management information system covering all aspects of the risk management process and internal control system, including information collection, storage, processing, analysis, testing, transmission, report, disclosure, etc.
II. The enterprise shall take measures to ensure the consistency, accuracy, timeliness, availability and integrity of the business data and risk quantification values input into the risk management information system. The data entered into the information system shall not be altered without approval.
III. The risk management information system shall be able to carry out measurement, quantitative analysis and quantitative testing of various risks; It can reflect the monitoring status of risk matrix and ranking spectrum, major risks and important business processes in real time. It can give information alarm to the major risks that exceed the upper limit of risk early warning; It can meet the requirements of internal information reporting system of risk management and external information disclosure management system of enterprises.
IV. The risk management information system shall realize the integration and sharing of information among various functional departments and business units, which can not only meet the requirements of risk management of individual businesses, but also meet the comprehensive requirements of risk management of the whole enterprise and cross-functional departments and business units.
V. The enterprise shall ensure the stable operation and security of the risk management information system, and constantly improve, perfect or update it according to the actual needs.
VI. Enterprises that have established or basically established enterprise management information systems shall supplement, adjust and update the existing management processes and procedures, and establish a sound risk management information system; If the enterprise management information system has not been established, the risk management and the enterprise’s various management business processes and management software should be unified planning, unified design, unified implementation and synchronous operation.
Ziqiao Wang says
In the preliminary work, did not make a mature and reliable plan. This includes failure to correctly assess the technical risks and practical application risks. And the lack of suitable implementation personnel, qualified leaders, qualified suppliers. The implementers should have the professional qualities they should have, and the suppliers should have the reputation they should have.