Management's role in IT project failures: senior managers obviously have great interest in seeing that projects become successful. Yet despite best intentions, all too often they wind up playing a pivotal role in ensuring project failure

Healthcare Financial Management, Oct, 2004 by John Glaser

Minimizing Project Failure

It can be disheartening to see the multiple ways that projects can get into trouble. However, by recognizing areas where leadership is most likely to be vulnerable, managers can best position themselves and their organizations to avoid or minimize the potential for project failure.

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This column is part of an hfm series by John Glaser examining IT investment risk associated with strategy and implementation failures. For previous discussions, see the following:

* "The Mystery of IT Strategy," January 2004

* "Using Vectors to Minimize the Mystery of IT Strategy Development; March 2004

* "Back to Basics: Managing IT Projects," July 2004

FOR FURTHER READING

Glaser, John P., The Strategic Application of Information Technology in Health Care Organizations, 2nd Edition, San Francisco: Jossey-Bass, 2002.

John Glaser, PhD, FHIMSS, is vice president and CIO, Partners HealthCare, Boston. His e-mail address is jglaser@partners.org.