Jetsmart Vs. Other Common Failed IT Projects
I. Body II: Comparison – Jetsmart V.S. Other Common Failed IT Projects
Are these failures reasons unique? How do they compare with common failure reasons?
- These failures reasons share similarities but also equip its own uniqueness from the common project failure reasons.
- Similarities: In general, the overall causes and directions can be considered the same. Regardless of the specific details, common causes for IT Project Failures could be explained and looked at from two broad perspectives:
1) Failures in proper business processes management: Initiating, planning, executing, monitoring and controlling, and closing.
2) Failures in management from the ten knowledge areas perspective: see figure below for Project Management Framework …show more content…
Even till later, Gregg still believes that the management can solely decides what’s fitted for the company without consulting the stakeholders. Therefore, I really cannot say that the company has contributed much effort trying to turn the situation around. One possible mitigation plan that the company had made, was that after foreseeing the complete disfunction of the project, the management ended the project soon enough instead of dragging it out any longer. That way they can wrap up the old chapter and start to find new solutions for the aircrafts’ parts …show more content…
It shows how important it is to start a project right by increasing the quality of project planning. The three key constraints should be identified early on, so Qantas can ensure that the project addresses the stakeholders and the whole organization’s needs properly. Tools that could help would be like Gantt Chart. The Jetsmart Project team should define each knowledge area as it relates to the project, which is the integration management. In Qantas’ case, risk management could have been another example besides the stakeholder, HR and communication management I mentioned above. Management should have considered the risk that the dysfunctional legacy system infrastructure could cause difficulties later on. Without proper risk planning and analysis, Jetsmart did ran into issues due to the complexity of the legacy system, and management could not figure out how to encounter
Are these failures reasons unique? How do they compare with common failure reasons?
- These failures reasons share similarities but also equip its own uniqueness from the common project failure reasons.
- Similarities: In general, the overall causes and directions can be considered the same. Regardless of the specific details, common causes for IT Project Failures could be explained and looked at from two broad perspectives:
1) Failures in proper business processes management: Initiating, planning, executing, monitoring and controlling, and closing.
2) Failures in management from the ten knowledge areas perspective: see figure below for Project Management Framework …show more content…
Even till later, Gregg still believes that the management can solely decides what’s fitted for the company without consulting the stakeholders. Therefore, I really cannot say that the company has contributed much effort trying to turn the situation around. One possible mitigation plan that the company had made, was that after foreseeing the complete disfunction of the project, the management ended the project soon enough instead of dragging it out any longer. That way they can wrap up the old chapter and start to find new solutions for the aircrafts’ parts …show more content…
It shows how important it is to start a project right by increasing the quality of project planning. The three key constraints should be identified early on, so Qantas can ensure that the project addresses the stakeholders and the whole organization’s needs properly. Tools that could help would be like Gantt Chart. The Jetsmart Project team should define each knowledge area as it relates to the project, which is the integration management. In Qantas’ case, risk management could have been another example besides the stakeholder, HR and communication management I mentioned above. Management should have considered the risk that the dysfunctional legacy system infrastructure could cause difficulties later on. Without proper risk planning and analysis, Jetsmart did ran into issues due to the complexity of the legacy system, and management could not figure out how to encounter