And yes, a TDT has a negative connotation meaning that someone of the three is to blame for a challenged project (project “failure” can be defined in many ways so I’ll use challenged). In many reports that document and dissect challenged projects, I haven’t seen one that lists the software itself as a leading cause of failure. In one recent study by pmsolutions research , they listed the top five causes of failed projects to be: Requirements: Unclear, lack of agreement, lack of priority, contradictory, ambiguous, imprecise
When a system “fails” after several years, there is no accountability and rather than understand and correct the failure, a company is more likely to buy a “new and better” technology and the cycle repeats
RISK of ECM Project Failure Say “risk of ECM project failure” in a board room and you quickly discover that the most scary scenario is a performance related failure discovered after a go-live deployment to production, yet it happens all the time
Simply put, the only way to diminish the significant risks attendant with ediscovery is to go "upstream" of that triggering event, working to put in place the very policies, procedures, processes, and controls referenced above. The failure to "care" about this means that an organization will always venture into the ediscovery game on a reactive (and thereby less effective) footing
According to AIIM, the top reason for ECM deployment failures is user adoption, and top of the list of user adoption issues is persuading users to manage and share their information in the ECM system
Typically what happens is that you end up with a bunch of projects being executed, somewhat in parallel, with little real coordination, and a high risk level of failure for all the projects
If I were to honestly rate failure-to-success ratios with UAT over the first attempt, it would stand at 95%-5%!
There are no magic formulas that guarantee success; only good management improves the odds against failure. The first of Deming’s 14 points puts this in perspective: 'Constancy of Purpose' means more than the grand finished goal, it has to be translated into all the “little” day-to-day activities of the employees
This is often the single biggest cause of ECM project failure. When we consider that the change required to succeed with many core use-cases for ECM (for example, moving from a "File / Save As…" world to the need to add metadata to a simple MS Office document), there is little wonder end users will often rebel
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