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An Assignment On

WHY IT PROJECT FAIL

Roll Number

22026

Level

CSE 3-2

Subject

System Analysis &

Design

Reg No

121101026

Student Name

Hawnan Ahmed Nahian

Lecturer

Khaled Hussain, Assistant Professor

Declaration By Student

I certified that this assignment is my own work in my own words. All sources have been

acknowledged and the content has been not previously submitted for assessment To

Sylhet International University.

I also confirmed that I kept a copy of this assignment.

Signature

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Why It Project Fail

IT project Management:

IT project management is the process of planning, organizing and delineating responsibility for the completion of organizations' specific information technology goals.

Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.

Every Person every company, every vendor starts a project with an aim to successful the project. They

Invest millions of dollars($)Euros in there project. After all a lots of projects got fail! But Why?

Here I collect some of the example of largest It project fail. Firstly I like to introduce with STANDISH

GROUP. Standish Group has been collecting the Project performance data in the form of cases for the past 20

years. Over these two decades they have looked over 100,000 projects.

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In this research report, Standish Group compared the Proposed project , Number Portability

Administration Center (NPAC) with other large Projects within the CHAOS Database.

The above chart shows the resolution of very large software projects from 2003 to 2012 within the CHAOS database.

Successful projects are on time, on budget, and have a satisfactory implementation.

Challenged projects are over budget, late, and/or have an unsatisfactory implementation.

Failed projects are projects that were either canceled prior to completion or not used after implementation.

Success Factors

According to Standish Group there are many factors that attribute to the success of project.Some

of them are listed in the report

Size of team is an Important factor in determining the success of project Type of Development Like Methodologies, Process, Staff Skill, Tools and delivery make up

one of the important factors of Successful project

A successful Project need a highly skilled executive sponsor who can inspire the Stakeholders and Project Team

Another factor for successful project is highly engaged users who thoroughly know their subject Matter

Focus on high value items instead of providing on low value items just for the sake of

political appeasement Quick Decision making and cooperative peers who can ensure working together as team to

achieve a common goal

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Impact Factors

According to Standish Group, there are many factors that lead to the failure of the projects. Four reason

are listed below.

Large team is one of the reasons for failure Project team did not manage or optimize scope Leads to project failure

Users were not engaged and those who were did not know the subject matter

Poor Emotional Maturity Skill

ome of the Reasons for Outage

Software bugs are far more prevalent than hardware errors. In fact, software failures account for more

downtime costs than hardware failures by a ratio of more than 3-to-1.

Many companies spend great deal of time and Money on Hardware failure instead of focusing on the

Software quality. Quality Hardware is easy to implement when compared to the Software quality.

Standish Group’s research shows that coding errors and programming bugs cause the vast majority of

all application outages, well above hardware, network, and database failures.

Samsung Galaxy Gear; the future has not arrived

Samsung tried to enter the smart watch market with the Galaxy Gear this fall, a $299.99 device that was supposed to offer a number of features that are normally put into smart phones. Samsung even offered up a clever TV commercial campaign that showed a ton of fictional TV and movie smart watches of the past in an attempt to prove that the Galaxy Gear was supposed to be a science fiction product come to life.

2013 Top 10 Tech Failures

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The problem? The Galaxy Gear was dependent on a link to a Samsung Smartphone for most of its features, rather than a stand-alone device that worked mostly by itself. Samsung has claimed the device has exceeded its expectations in terms of sales, but some reports claim that the Galaxy Gear has seen a large number of returns since it was launched. Any way you look at it, the smart watch era hasn't started yet, at least not with Samsung.

SimCity launch hit with overloaded servers

SimCity, the revival of the classic urban simulation game from developer Maxis and publisher Electronic Arts was one of the most anticipated games of 2013. However, the team at Maxis decided to do something different with this version of SimCity. Instead of offering a pure single player mode, this new game forced players to sign online to a server to build their cities.

The problems began as people who pre-ordered SimCity encountered long waits to download the full game when it launched in March, due to the fact that there was a large spike in orders just before it was released. Even after players were able to download the game, the servers were so overloaded that many were unable to play SimCity.

EA tried to make amends by offering a free game to those folks who were unable to log in during the launch. However, the company remained steadfast that it would not offer an offline mode for the game, claiming that it was more like a massively multiplayer game than the old SimCity titles. That was little consolation for those players who were unable to build their dream city and shows the dangers of forcing online DRM for a game that can be played by just one person.

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Google Glass barge still floating without a direction

In October, reports began surfacing of a massive barge with huge containers that was docked on a pier in San Francisco Bay, several miles away from the city itself. The rumors claimed that the barge was being constructed by Google, but for what purpose? At first, it seemed like it was going to be a floating data center, but then other reports claimed that it was to a store (kind of) for the company's upcoming Google Glass project.

Google finally gave a vague statement about the barge a few weeks later, claiming that it was going to be "an interactive space where people can learn about new technology." However, the marketing geniuses at Google that came up with this idea forgot one thing; large floating barges are under the rules of the local Bay Conservation and Development Commission. The group says the barge still does not have a permit to operate inside the city of San Francisco.

At the moment, the barge's construction is reportedly "on hiatus" and may not be completed until spring of 2014, if in fact it is ever finished. We are not sure why Google thinks a floating display for new technology is any cooler than a land locked retail store but this marketing project may never leave its current pier.

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The Facebook Phone Fail

Like Carrie Underwood in the remade Sound of Music Live!, the HTC First Smartphone started out as an intriguing concept that attempted to shoehorn something very popular (Facebook) into a familiar vehicle (a Smartphone). And like that live television event, it wound up being an undeniable disaster.

The HTC First was the premiere handset launched with Facebook Home, an Android home screen replacement and the social network’s land grab for Smartphone dominance. Had it succeeded, it would have proven that Smartphone users wanted Facebook at the heart of their phones.

It also would have buoyed the company’s faltering position in the competitive mobile industry. Instead, the phone wound up being an embarrassment to all companies involved.

Healthcare.gov

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The Affordable Care Act was already a lightning rod for criticism, and that was before the disaster called HealthCare.gov went online. Or rather, didn’t. Mandating health insurance and then not giving the public a way to evaluate their options shows a stunning lack of foresight—or at the very least, developer testing. That this disaster likely cost $170 million dollars simply defies logic.

The tech failure here mirrors the broken and fragmented nature of healthcare tech systems. It's basically what happens when government agencies and insurance companies, with their vast and incompatible databases, are suddenly called upon to make their systems talk to one another.

Healthcare.gov has come a long way since October, but the site still reportedly has issues. By early

December, it met administration goals of serving 800,000 unique users and 18,000 enrollment requests a

day—but glitches in the system have also caused roughly 15,000 applications to go astray, as insurers

never saw them. There's little doubt that this debacle will be remembered as the biggest government tech

failure of 2013.

Google Kills Reader, Users Shed Blood Tears

In the era of Twitter and Facebook, the death of a RSS feed reader may seem barely shrug-worthy. Yet when Google killed off its Google Reader service in July, the decision incited a public outcry. People scrambled to find alternatives or posited their theories on what rang the death knell.

If there’s a takeaway here, it might be what countless country songs have already taught us—that you never really know what you’ve got until it’s gone. Or for something slightly less clichéd: Never forget that free Internet services like Google projects are ephemeral. Use them at will, but depend on them at your peril.

Microsoft's Surface RT

Yes, new versions are now out that might still turn around the fortunes of Microsoft's troubled sorta-tablet, sorta-PC. But no successful project forces a company to take a nearly $1 billion write-off to cover unsold inventory.

Customers just didn't know what to make of the original Surface RT. It straddled the tablet-PC divide awkwardly, offering a keyboard cover, mouse support and an integrated stand that made it look like a laptop replacement. Yet it ran a stripped down version of the Windows 8 called Windows RT, which didn't support most older Windows applications. (Its sibling, the Surface Pro, ran full-fledged Windows 8 and was much more successful.)

The $499 price tag—plus $130 for the keyboard cover—made the RT fairly pricey, too. And on top of all that, it just didn’t perform well.

You might think that Microsoft learned its lesson. Think again. The upgraded Surface RT, now dubbed the Surface 2, still uses Windows RT, and still appears to be just as confusing.

Samsung's Follies, a.k.a. the Galaxy S4 Launch

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Something’s amiss when the last thing you notice at a press event for a new gadget is, well, the actual gadget. What was actually on display at Samsung’s New York City press event for the Galaxy S4 was the company’s bizarre idea of what it thinks appeals to its Smartphone users.

Instead of a showcase for its new flagship phone, Samsung served up lame sketches and offensive typecasting. CNET’s Molly Wood called the spectacle “tone-deaf and shockingly sexist.” Corny jokes? Check. Hot girls? Check. Old, out-of-touch Asian man who can’t speak English? Boozy single women leering at a gardener? Check and check.

After the latter, the emcee added this cringe worthy nugget: "While the women are cooling down, why don't you tell us about S Health?" Worst. Segue. Ever. And in the end, it was all for a bloated mass of features that most people will never use. It may not have hit Samsung sales hard, but the fiasco certainly eroded the company's goodwill and leaves it more vulnerable to the next PR chuckhole it hits.

Yahoo Mail's Makeover, Then Failover

Last October, Yahoo Mail users got a surprise when their trusty inboxes suddenly showed up looking like Gmail, and they were not happy. Tabs were tossed, the print button morphed into a menu item buried under the “more” drop-down list and, most importantly, these changes came with a slew of technical bugs. Some people's emails disappeared, while others lamented the disappearance of tabs and inbox-sort functions.

The redesign sparked an intensely negative reaction. Tens of thousands of people descended on Yahoo user message boards to protest the changes. There’s even a Change.org petition that’s 40,000+ strong, demanding a reversal back to the old Yahoo Mail. It was a fairly colossal mistake since, as Slate noted, those affected were some of Yahoo's most loyal users. At least up to that point, they were.

iOS 7 Cripples Old iPhones, Nauseates Users

There’s a lots of reasons behind this unsuccessful outcome.For example the cost of project failure across

the European Union was €142 billion in 2004.

A study in project failure

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Dr John McManus and Dr Trevor Wood-Harper

Research highlights that only one in eight information technology projects can be considered truly successful (failure being described as those projects that do not meet the original time, cost and (quality) requirements criteria).

Despite such failures, huge sums continue to be invested in information systems projects and written off. For example the cost of project failure across the European Union was €142 billion in 2004.

The research looked at 214 information systems (IS) projects at the same time, interviews were conducted with a selective number of project managers to follow up issues or clarify points of interest. The period of analysis covered 1998-2005 the number of information systems projects examined across the European Union.

Number of IS projects examined within European Union

Rank Sector No. of projects examined

1 Manufacturing 43

2 Retail 36

3 Financial services 33

4 Transport 27

5 Health 18

6 Education 17

7 Defence 13

8 Construction 12

9 Logistics 9

10 Agriculture 6

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Total 214

Project value in millions of Euros

Value range in millions (€) Number of

projects

Percentage

(%)

Accumulative

(%)

0 – 1 51 23.831 23.831

1 – 2 20 9.346 33.177

2 - 3 11 5.140 38.317

3 - 5 33 15.421 53.738

5 - 10 4 1.869 55.607

10 - 20 87 40.654 96.261

20 - 50 6 2.804 99.065

50 - 80 2 0.935 100.000

Totals 214 100.00 100.00

At what stage in the project lifecycle are projects cancelled (or abandoned as failures)?

Prior research by the authors in 2002 identified that 7 out of 10 software projects undertaken in the UK adopted the waterfall method for software development and delivery. Results from the analysis of cases indicates that almost one in four of the projects examined were abandoned after the feasibility stage of those projects completed approximately one in three were schedule and budget overruns.

Project completions, cancellations and overruns

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Waterfall method lifecycle stage

Number of projects cancelled

Number of projects completed

Number of projects overrun (schedule and/or cost)

Feasibility None 214 None Requirements

analysis

3 211 None

Design 28 183 32 Code 15 168 57 Testing 4 164 57 Implementation 1 163 69 Handover None 163 69 Percentages 23.8% 76.2%

Of the initial 214 projects studied 51 (23.8 per cent were cancelled) - a summary of the principal reasons why projects were cancelled is given below. Our earlier research elaborated on the symptoms of information systems project failure in three specific areas: frequent requests by users to change the system; insufficient communication between the different members of the team working on the project and the end users (stakeholders); and no clear requirements definitions. Whilst communication between team and end users was still perceived as an issue within some projects; the top three issues from this study are: business process alignment; requirements management; and overspends.

One notable causal factor in these abandonment's was the lack of due diligence at the requirements phase, an important factor here was the level of skill in design and poor management judgment in selecting software engineers with the right skill sets. Equally the authors found some evidence in poor tool set selection in that end users found it difficult to sign-off design work - in that they could not relate process and data model output with their reality and practical knowledge of the business processes.

Key reasons why projects get cancelled

Business strategy superseded; Business processes change (poor alignment); Poor requirements management; Business benefits not clearly communicated or overstated; Failure of parent company to deliver; Governance issues within the contract; Higher cost of capital; Inability to provide investment capital; Inappropriate disaster recovery; Misuse of financial resources; Overspends in excess of agreed budgets; Poor project board composition; Take-over of client firm; Too big a project portfolio. Business reasons for project failure

Management reasons

Ability to adapt to new resource combinations; Differences between management and client;

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Insufficient risk management; Insufficient end-user management; Insufficient domain knowledge; Insufficient software metrics; Insufficient training of users; Inappropriate procedures and routines; Lack of management judgment; Lack of software development metrics; Loss of key personnel; Managing legacy replacement; Poor vendor management Poor software productivity; Poor communication between stakeholders; Poor contract management; Poor financial management; Project management capability; Poor delegation and decision making; Unfilled promises to users and other stakeholders.

Technical reasons

Inappropriate architecture; Insufficient reuse of existing technical objects; Inappropriate testing tools; Inappropriate coding language; Inappropriate technical methodologies; Lack of formal technical standards; Lack of technical innovation (obsolescence); Misstatement of technical risk; Obsolescence of technology; Poor interface specifications; Poor quality code; Poor systems testing; Poor data migration; Poor systems integration; Poor configuration management; Poor change management procedures; Poor technical judgment.

What are the major causal factors contributing to project failure?

Judgments by project stakeholders about the relative success or failure of projects tend to be made early in the projects life cycle. On examination of the project stage reports it became apparent that many project managers plan for failure rather than success.

If we consider the inherent complexity of risk associated with software project delivery it is not too surprising that only a small number of projects are delivered to the original time, cost, and quality requirements.

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Our evidence suggests that the culture within many organization’s is often such that leadership, stakeholder and risk management issues are not factored into projects early on and in many instances cannot formally be written down for political reasons and are rarely discussed openly at project board or steering group meetings although they may be discussed at length behind closed doors.

Despite attempts to make software development and project delivery more rigorous, a considerable proportion of delivery effort results in systems that do not meet user expectations and are subsequently cancelled. In our view this is attributed to the fact that very few organization’s have the infrastructure, education, training, or management discipline to bring projects to successful completion.

One of the major weaknesses uncovered during the analysis was the total reliance placed on project and development methodologies. One explanation for the reliance on methodology is the absence of leadership within the delivery process. Processes alone are far from enough to cover the complexity and human aspects of many large projects subject to multiple stakeholders, resource and ethical constraints.

Although our understanding of the importance of project failure has increased, the underlying reasons still remain an issue and a point of contention for both practitioners and academics alike. Without doubt there is still a lot to learn from studying project failure.

Going back to the research undertaken there is little evidence that the issues of project failure have been fully addressed within information systems project management. Based on this research project failure requires recognition of the influence multiple stakeholders have on projects, and a broad based view of project leadership and stakeholder management.

Developing an alternative methodology for project management founded on a leadership, stakeholder and risk management should lead to a better understanding of the management issues that may contribute to the successful delivery of information systems projects.

June 2008

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Project Fail In Bangladesh

As others some largest projects are also fall in Bangladesh. Among them I mention some projects details.

The “Doel Laptop”

Considering this as a big hindrance towards building Digital Bangladesh, the government has taken initiatives to manufacture low cost Notebook/Laptops through the state owned company TSS. The Laptops/Notebooks being assembled by TSS has been brand named “Laptop/Notebook”. With the present installed capacity, it is possible to assemble initially 10,000 to 15,000 Notebooks/Laptops per month. Presently all the raw materials of Laptop/Notebook are being imported. Bangladesh Government invest a lots of money in every laptop production to provide the people in a low price. But that project got fail due for bad configuration.

After analysis a issue come and that is the Bad configuration. EVM (Electronic Voting Machine)

Electronic Voting Machine is designed by BUET and developed by Pi Labs Bangladesh. In very simple words, Electronic Voting Machine (EVM) is the electronic version of ballot paper of electoral systems. An electronic voting machine is an electronic system to make the electoral system easy, faster, error free and reliable. The cost of the electoral system may be reduced by using the EVM instead of classical ballot system.

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Due for proper implementation and majority of our government are illiterate, That’s why this project got down.

Top Ten Causes for Challenged or Canceled Projects

Lack of user representation Incomplete requirements Lack of executive support Changing requirements Lack of resources Unrealistic expectations of stakeholders Unclear objectives Unrealistic timeframes Technology incompetence New technology

Some examples of IT project failures with outcomes and remedies:

Some major failed IT project are described below-

Virtual Case File(VCF) Project:

Virtual Case File (or VCF) was a software application developed by the United States Federal Bureau of Investigation (FBI) between 2000 and 2005. The project was officially abandoned in April 2005, while still in development stage and cost the federal government nearly $170 million. In 2006, the Washington Post wrote "In a 318-page report, completed in January 2005 and obtained by The Post under the Freedom of Information Act, [the Aerospace Corporation] said the software was incomplete, inadequate and so poorly designed that it would be essentially unusable under real-world conditions. Even in rudimentary tests, the system did not comply with basic requirements, the report said. It did not include network-management or archiving systems—a failing that would put crucial law enforcement and national security data at risk. Foundation- In September 2000, the FBI announced the "Trilogy" program, intended to modernize the bureau's outdated Information Technology (IT) infrastructure. The project had three parts: purchasing modern desktop computers for all FBI offices, developing secure high-performance WAN and LAN networks, and modernizing the FBI's suite of investigative software applications. The first two goals of Trilogy were generally successful despite cost overruns. Replacing the Bureau's Automated Case Support (ACS) software system proved difficult. It had been developed in-house by the bureau and was used to manage all documents relating to cases being investigated by the FBI, enabling agents to search and analyze evidence between different cases. The project was originally scheduled to take three years and cost US$380 million. ACS was considered by 2000 a legacy system, made up of many separate stovepipe applications that were difficult and difficult to use. ACS was built on top of many obsolete 1970s-era software tools, including the programming language Natural, the ADABAS database management system, and IBM 3270 green screen terminals. Some IT analysts believed that ACS was already obsolete when it was first deployed in 1995.

Problems and abandonment of the project- In December 2001, the scope of VCF was changed with the goal being complete replacement of all previous applications and migration of the existing data into an Oracle database. Additionally, the

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project's deadline was pushed up to December 2003.Initial development was based on meetings with users of the current ACS system. They broke its programmers up into eight separate and sometimes competing teams. In December 2002, the Bureau asked the United States Congress for increased funding, seeing it was behind schedule. Congress approved an additional $123 million for the Trilogy project. In 2003, the project saw a quick succession of three different CIO's come and go before Zal Azmi took the job, which he held until 2008. Despite development snags throughout 2003, SAIC delivered a version of VCF in December 2003. The software was quickly deemed inadequate by the Bureau, who lamented inadequacies in the software. SAIC claimed most of the FBI's complaints stemmed from specification changes they insisted upon after the fact.

On March 24, 2004, SAIC claimed it would require over $50 million to get the system operational, which the Bureau refused to pay. Finally, in May 2004 the Bureau agreed to pay SAIC $16 million extra to attempt to salvage the system and also brought in Aerospace Corporation to review the project at a further cost of $2 million. Meanwhile, the Bureau had already begun talks for a replacement project beginning as early as 2005. Aerospace Corp.'s generally negative report was released in the fall of 2004. Development continued throughout 2004 until the project was officially scrapped in April 2005.

Reasons for failure-

The project demonstrated a systematic failure of software engineering practices:

Lack of a strong blueprint from the outset led to poor architectural decisions Repeated changes in specification Repeated turnover of management, which contributed to the specification problem Micromanagement of software developers The inclusion of many FBI Personnel who had little or no formal training in computer science as

managers and even engineers on the project Scope creep as requirements were continually added to the system even as it was falling behind

schedule Code bloat due to changing specifications and scope creep—at one point it was estimated the

software had over 700,000 lines of code. Planned use of a flash cutover deployment made it difficult to adopt the system until it was

perfected.

Possible remedies- Though the project was cancelled it might have been saved if the company that took the job had gone through the process according to a strict plan. They should have told the FBI to select new personals for the maintenance with up-to-date training.. They also shouldn’t have altered their main blueprint. As they had a tight schedule, they should’ve kept themselves on their original track instead of making and taking extra additional features. It is obvious that their primary research for the project was faulty so they should have done their research more sincerely.

In my view to successful any project, We must follow these things strictly

Good Old Force Majeure Possible remedies- Lack of Planning Forgotten Users Bad Budgets Bad Language

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Egos (Big Ones) Scope and More Scope On-time Delivery Judgment Call