It Project Implementation Failures

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|IT Project Implementation Failures |

It Project Implementation Failures

Before an IT project can begin, the acquisition process must be successful. Once the implementation process beings, however, many things can start to go wrong because there are many factors and people involved that may not work together. Although the acquisition process is very stressful and important too, the implementation of planning a project and choosing the right team to do the job is not always as easy as it sounds. As hard as it may be to effectively navigate through these potential failures, project failures such as the ones illustrated in the case study, Memorial Health System CPOE Implementation, can be evaded. At the beginning of the implementation process, Fred Dryer and Joe Roberts agreed and established a plan to get the CPOE system effectively enough for the staff and other employees to use. Stakeholders did not agree with Dryer and Roberts that this system would be meaningful and eventually disagreed with them. This must be a common problem with the implementation process, because it is very difficult to get so many people to work together cohesively. The organization undergoing the IT process must be a cohesive unit in believing in the project as well as being on the same page about what needs to happen. Since the stakeholders have too much power in the process, Roberts and Dryer left the project. The other project failure demonstrates the difficulty of choosing the right team members and management personnel to effectively run the project. The interim CIO, Melvin Sparks, was, to put it mildly, the wrong person for the job. He illustrated many of the project failures. He was unable to effectively communicate with his staff, made decisions that negatively affected the project and ultimately committed a…...

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...Gorby Case Study: IT Project Implementation Failures The case study of the Memorial Health System and their CPOE implementation poses many issues that contributed to their IT failure. The first issue I noticed was the unrealistic timeline developed by the original champions Dryer and Roberts. Dryer and Roberts planned to execute their new IT among eight hospitals in less than eighteen months. With their failure to respect uncertainty from members of the discussion board, they demanded and rushed results from their clinical and IT team. This resulted in a rushed out requirements analysis, request for proposal quickly issued, and a rush to select the vendor and signing the contract. When the original champions were replaced by Lu and Sparks, I initially thought they were capable of successfully pulling off implementing this system even in the short timeframe. They would probably have been successful if Sparks did not lack candor. The executive project manager, Martin, had a perfectly thorough and detailed a project plan that most likely would have guided the organization to success if they followed her suggestions. Spark’s lack of candor and anger to Martin’s project plan lead her to lie about the truth and withhold important progress information on the project. At the end of the eighteen month timeline, the go live date resulted in failure due to all of these issues. With an organization like ours, there are several ways to reduce an IT failure like the......

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It Project Impleit Project Implementation Failuresmentation Failures

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