For this unit’s discussion board, let’s build on the IT project failures you researched from the previous unit. Each of you discussed a failure, what went wrong, and what could have been done differently.
Now, apply what you’ve read in this chapter about sourcing and sourcing decisions. What type of sourcing decision might have improved the chances of the failed project succeeding and why?
Below is the IT failure it should be based off.
DeLorean DMC-12 car was an IT project that endured a challenging inauguration and course. It was developed by John DeLorean, who planned to build a decent, sustainable, durable, and safe car. Some reasons contributed to the failure of this IT project. One reason is that the developers had contradicting and complex ideas. The other reason is that the break dimensions were incomplete because of the complex shape, or the gullwing bars were too bulky. The motor ventilation did not constantly well, causing blistering (Brownlow., 2016). The other problem was that it was massive, indicating that the engine was not an achievement vehicle. The vehicle was also expensive, but the performance was low, making individuals not favor the engine. In other words, the production rate of the car was high, and the demand decreased, creating insolvency.
To avoid an IT collapse like DeLorean DMC-12 failure, developers should follow the following strategies. First, they should note and comprehend the causes of breakdown. For an individual to evade losing, they first need to know what most frequently influences project collapse. Some current analyses include the shortage of information, faulty preparation or risk control, or a lack of training. Earning an IT project to victorious fulfillment is hard work and demands someone reliable and who can adhere to the end. Again, developers should encourage and develop their strengths and efficiency (Brownlow., 2016). Strong superintendence is a celebrated requirement for successful IT project administration. If the administrator is not relevant for the responsibility, it remains incompetent from the go. A component of that is in understanding the vulnerabilities of participants. An additional factor is apprehending the depths and how to bring them to achieve a project prosperously and efficiently. Hence, being a project handler is good to train, catch the urge, and confidence to succeed. Finally, they should also seek support from other experts to secure fruitful completion of projects.
Brownlow, G. (2016). Soft budget constraints and regional industrial policy: Reinterpreting the rise and fall of DeLorean. Cambridge Journal of Economics, 40(6), 1497-1515.
