I have managed a lot of IT Infrastructure projects in my time, and a couple of smaller programmes. I have also keenly observed the management of several large programmes as a Chief Architect. This article is written from this perspective.
Some initial observations:
- IT Infrastructure Projects generally fail from at least one perspective and often more
- IT Infrastructure projects look superficially simple
- The programmes have been overly influenced by the personality and skills of the Programme Director
The following are a set of Article Titles that I intend to write over the next year or so; they give you a good idea of the issues I think are important:
- What does he do? The importance of top down Journal keeping to programme communication, coordination and team spirit
- The need for a balanced management team instead of Super Men
- Management information is a team resource
- The customer is not the same as the client
- Objectives and Requirements, why they are different and both important
- The importance of programme maturity reviews
- Conceptual integrity and how easy it is to loose it
- The lost art of estimating – take different perspectives
- How to plan a programme, top …