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Mismanaging a Technology Project: The Case of ABC Inc.
Abstract
A common misconception is that technology can solve problems. Very often, the people and processes involved have significant impacts on the success or failure of a particular piece of technology in addressing a problem. This case is a classic example of how not to manage a technology project. It describes how a client, a vendor, and a sub-vendor exercised poor judgment in dealing with one another in applying client-server technology to a project of mammoth proportions. In the end, there were no real winners and the project, which came close to abortion, is now progressing to a slow finish, many valuable months and dollars behind what were originally estimated. One learns that it is not merely enough getting a customer “involved” in a project from the very beginning. Learning who the key players are, engendering and fostering a feeling of mutual trust and commitment to the end result (i.e., a successful project-development partnership), educating the customer about technology and process re-engineering possibilities, exercising adequate authority and control, and, perhaps, iterative, multivendor-based project design and implementation are all critical elements of a successful technology venture. This case is based on reality. We have, however, changed the identities of the parties involved and other key information to preserve anonymity.
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