Implementing major technological change: the top ten process oversights that doom a project to failure

Summary form only given as follows. Too often, senior level executives blame "people-related" issues for failure in technology-based projects. But the truth is that the main villains are inadequate attention to detail and lack of focus on the actual process. In fact, ordinarily, few people in the organization truly understand process and the substantial value it delivers in virtually all projects requiring major technological change. Based on our experience with the introduction of new technologies in Fortune 1000 companies, we have documented the top ten reasons why process efforts are doomed to fail. They range from not educating executives on process to not focusing on performance drivers to failing to work across traditional boundaries. The result-major production disruptions, poor project return and even bankruptcy! Companies can tip the scales of project success to their favor in at least one of three ways. First, by securing the executive buy-in to support and fund process efforts. Second, by defining and testing process in sufficient detail to reduce business risks such as disruptions to production. Third, by driving the solution to produce measurable business improvements, Collectively, these help ensure that the project achieves a superior return