It Project Implementations

The following are at least five indicators of project failure that manifest themselves in the Memorial Health System CPOE Implementation Case Study: The first reason for the project failure is Lack of Belief in Project. Some members of the organization was opposed to the clinician providers order entry system (CPOE) the first time the IT project was introduced, because they feared that the workload would increase if verbal orders were replaced by computer entry orders. The second reason for the project failure is Initiative Undernourishment. The project manager reduced the number of team members which was costing money, but the outcome affected the progress of the project. Having fewer team members did not cause the team to work harder because there was not enough people for the project to progress in a better direction. The third reason for the project failure is Lack of Candor. The project manager decided to keep serious issues regarding the project from the Chief Information Officer (CIO) after he responded angrily to the bad news. The project manager was hoping to resolve the issues on her own but it made things worse by avoiding conflict. The fourth reason for the project failure is Invisible Progress. The project manager regularly presented a project schedule at every status review meeting showing the progress that is being made for the project was on point even though it was really getting further behind in schedule as it progressed. The fifth reason for the project failure is failure to Respect Uncertainty. The CIO informed the project manager about the change in the scope of the project but the manager refused to tell her concerns about the change. She only tells him the major change will be taking a risk with so little time to recover, and the CIO assures that everything will work out.

What I might have done differently to eliminate or minimize the effect of the Lack of Belief in Project is assure members that the system will be well worth the...