Understanding Information Technology System Failure Jennifer Upadhyay MSG 3040*03

Information Systems Essential for any proper business to function Due to back office administration Strategic Planning Any day to day administrative functions IT (Information Technology) works hand in hand with IS to enable and power IS

Author defines an IS as: “ An information system is composed of software, hardware, communication systems and people. It is critical investment for organizational survival. It increases the efficiency and effectiveness of daily business by integrating organizational processes and structures” (Yeo, 2002)

CFS- Critical Success Factors Table summarizes project success and failures Covers theoretical and empirical study on the success or failure of projects. Twenty CFS’s are needed in the life cycle to succeed.

Understanding IS Project Failure Most IS project fail (70% according to the Chaos Report) To consider a project successful the project must ascertain milestones it desires to reach. Certain budgets must be met, timing must be precise and there must be some sort of advantage gained by the users of the IS in order for the project to be considered a success

Understanding IS Project Failure Understandably so, failures in time and budgets may be difficult to pinpoint so allowing for a variety of levels of failure-4 categories of failure as per (Lytytinen and Hirschheim, 1987) Category of Failure Description of Failure Correspondence Failure The IS fails to meet it’s design objectives Process Failure The IS overruns it’s budget or time contraints Interaction Failure The users maintain low or non-interaction with the IS. Expectation Failure The IS does not meet stakeholders expectations.

Level of Failure Level One (Minor) Level Two (Major) Level Three (Critical) Profitability Poor Estimates Unproven Technology Lack of Resources Lack of Features Lack of Usability Lack of project Organization Transparency in IS project Progress Meetings Goals not all achieved Complex Solutions Lack of Planning Lack of User Involvement Lack of Commitment Unrealistic Expectations Lack of executive support Changing requirements and specifications Schedule overrun Budget Overrun Poor Leadership and Mgmt Debugging Incomplete Lack of ownership and responsibility Too many vested interests Scrapped before completion Vendor’s inability to meet requirements Client consultation during development stage

What all of Section 2 outlines is what an IS system consists of and how to indicate as to whether the project can be deemed “successful” on varying different levels. Any of the CFS indicated within the article can contribute to the downfall of an IS Project.