FACULTY OF COMPUTER AND MATHEMATICAL SCIENCE

UiTM Terengganu, Kuala Terenganu Campus

Program : Cs264 Bachelor of Information System (Business

Computing)
Course Code : Isp640

Lecturer : Madam Hasiah binti Mohamed @ Omar

Project 138

NO NAME STUDENT ID
1. NOR AMIRUL AQEEL BIN NOR AFFIAN 2019678968

2. MOHD AL-HAFFIZ BIN ZAKARIA 2019872482

3. AHMAD NAJWAN BIN ROSNAM 2019872466

Date : 21/10/2020
Success Factors for the Project

 A significant issue existed to start with

 Most successful projects start with a substantial issue (problem, need) that key
stakeholders in the field of the project see as being important to address.

 The will and effort of stakeholders

 The Project was successful because stakeholders felt there was a need for action to
address its goals, and they invested time and positive energy to achieve them.

 Evaluation to optimize success

 The Project Team adopted a relatively sophisticated approach to project evaluation,

which is still not common in Australia. This approach hinges on seeing evaluation as
being for the Project, rather than purely of the Project.

 Systematic engagement with key stakeholders

 Engagement with stakeholders was comprehensive and included internal groups (e.g.
academic staff and students in business faculties across Australia) and external
groups (e.g. Business Council of Australia; CPA Australia).

 Synergies with existing networks

 Effective linking with existing BE networks enabled a major multiplicative effect on

stakeholder engagement and buy-in.

 Use of a reflective and recursive modus operandi

 The action research methodology enabled implementation through cycles of

planning, acting, observing and reflecting.

 Highly professional project management

 It was clear that the Project Leader (Mark Freeman) provided outstanding overall
leadership. He was wisely strategic, passionate about the cause of the Project,
supportive of team ideas and efforts, and exceptionally energetic and productive in
his engagements with influential stakeholders

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 Information System Development Failure

 Historically IS Project have been characterized by high failure rate

 A conducted investigation of e-government projects in developing countries.
The results of his survey show an extremely disappointing position:

o 35% projects are total failures

o 50% projects are partial failures
o 15% projects are successes

 It is evident from literature that a substantial portion of total IS projects ends in full or
partial failures
Results of some existing studies from developing countries are:
o Braa and Hedberg have reported wide spread partial failure of high
cost health information systems in South Africa.
o Kitiyadisai has concluded that in public sector IS initiatives failure
cases seem to be the norm in Thailand.
o Moussa and Schware concluded that almost all World Bank-funded
projects in Africa were partial failures
 Failure are due to :
o inadequate resources
o bad planning
o negligence in management
 Classification of failure categories :
o Correspondence failure – failure to achieve predefine objectives
o Process Failure – failure to produce a system in given limits
o Interaction Failure – level of use or user satisfaction failure
o Terminal failure – project terminated , cant be tolerated more
o Expectation failure – inability to meet the expectations of specific stakeholder

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Cost Of Failed Project

 There are several studies show that a significant share of projects invade :
o A study by PricewaterhouseCoopers, which reviewed 10,640 projects from
200 companies in 30 countries and across many industries, found that only
2.5% of the companies successfully completed 100% of their projects.
o A study published in the Harvard Business Review, which analyse 1,471 IT
projects, found that the average overrun was 27%, but one in six projects had a
cost overgrow of 200% on average and a schedule overrun of almost 70%. 
o Estimate of IT failure rates between 5% and 15%, which represents a loss of
$50 billion to $150 billion per year in the United States.
o Another study estimated that IT project failures cost the European Union €142
billion in 2004.
 The failure of the FBI's Virtual Case File software application cost U.S. taxpayers
$100 million and left the FBI with an out dated system that threatened its
counterterrorism efforts.

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References

https://www.academia.edu/4392971/Project_Success_Factors_Case_Study

http://www.it-innovations.ae/iit005/proceedings/articles/I_5_IIT05_Nauman.pdf

https://news.gallup.com/businessjournal/152429/cost-bad-project-management.aspx

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