Your department-information technology-has just played a starring role in blowing a multimillion-dollar enterprise software project. The intense glare from the CEO, CFO and other business leaders is squarely focused on the CIO, VP of applications, project managers and business analysts charged with making sure that this didn’t happen.
Of course, IT is never 100 percent at fault for any massive project-whether an ERP or CRM implementation, mainframe migration or networking upgrade. The business side usually plays its part (think: “Best Supporting Actor in an IT Debacle”).
But the unfortunate and unfair fact is that because these initiatives are considered “technology projects,” the business will most always look in IT’s direction when there’s blame to be tossed around.
http://www.computerworld.com/s/article/9136293/What_IT_Can_Expect_After_a_Huge_Tech_Project_Failure
“For some reason,” he adds, “we haven’t learned as an IT industry about driving incremental planning and change, which, in my mind, would help to mitigate the high rises and high falls of project failures.”