As a financial
year draws to a close, IT managers are confronted with
certain hypercritical questions for potential IT projects.
Is the IT project viable? How will it help achieve business
objectives? What are the potential risks and how can
these be mitigated? What about project costing and allocation
of funds? How does one calculate ROI?
projects is a huge task and presents a lot of risks.
It's like lugging a heavy backpack (your project) and
tightrope-walking between two high rises, knowing there's
no safety net below. The slightest slip-up could send
you (and your project) crashing to the ground below.
Of course you won't
let that happen—after all there's a lot at stake. With
proper planning and design you can mitigate the risks
right at the beginning, and ensure that the business
will actually benefit from the IT project.
In our cover story
on Enterprise-wide IT projects we discuss best practices
to follow during the project lifecycle. We talked to
experienced IT managers from prominent companies and
also a few IT consultants.
What came up during
these discussions held us in awe:
- A particular company's project
valued at several crore rupees failed due to insufficient
- Few CIOs adopt statistical
analysis tools to analyze and mitigate risk for software
- Many CIOs are unsure about
methods for calculating return on project investment.
- Decision makers are not
too cautious when drafting contracts.
- Many desperate vendors deceitfully
agree to SLAs, knowing in advance they will not be
able to deliver the expected service levels.
Shocking, but these
are real causes of failure. So what can you do to avoid
all this? Make a (fresh) start right now by going through
our cover story and learning from the best practices.
Elsewhere in this
issue you can read our regular sections like Case Studies
and In Person (interviews). This time we have a case
study on how Escorts Limited's Agri Machinery Group
upgraded its enterprise application tools. Read how
Escorts AMG tackled challenges like inability to upgrade,
lack of vendor support, and buggy software. It used
tools from the Oracle 11i suite and now performs its
critical operations with better productivity levels.
case study on how L&T's Heavy Engineering Division
implemented a Product Lifecycle Management tool to reduce
the time to deliver finished goods from 16 months to
10 months. This helped it gain more business from demanding
this issue you'll notice a few changes in Network Magazine.
We've revamped our news section to provide increased
relevance to Indian enterprises. There are plans for
new columns and new columnists too.
It's also our third
anniversary here at Network Magazine. Over a short span
of time we've evolved from a technology-centric magazine
to become an IT Strategy publication. Over the past
year we got closer to our target readership (IT Managers)
through events like Infrastructure Strategies. Looking
ahead we hope Network Magazine can be a forum for IT
Heads to share their experiences, best practices, and
words of advice.
But now, it's time
to sip the bubbly. Cheers!
— Brian Pereira (Asst.