Welcome to the InfoSci Platform
Reference Hub2
Challenges of Complex Information Technology Projects: The MAC Initiative

Challenges of Complex Information Technology Projects: The MAC Initiative

Teta Stamati, Panagiotis Kanellis, Drakoulis Martakos
Copyright: © 2005 |Volume: 7 |Issue: 4 |Pages: 17
ISSN: 1548-7717|EISSN: 1548-7725|ISSN: 1548-7717|EISBN13: 9781615205134|EISSN: 1548-7725|DOI: 10.4018/jcit.2005100103
Cite Article Cite Article

MLA

Stamati, Teta, et al. "Challenges of Complex Information Technology Projects: The MAC Initiative." JCIT vol.7, no.4 2005: pp.46-62. http://doi.org/10.4018/jcit.2005100103

APA

Stamati, T., Kanellis, P., & Martakos, D. (2005). Challenges of Complex Information Technology Projects: The MAC Initiative. Journal of Cases on Information Technology (JCIT), 7(4), 46-62. http://doi.org/10.4018/jcit.2005100103

Chicago

Stamati, Teta, Panagiotis Kanellis, and Drakoulis Martakos. "Challenges of Complex Information Technology Projects: The MAC Initiative," Journal of Cases on Information Technology (JCIT) 7, no.4: 46-62. http://doi.org/10.4018/jcit.2005100103

Export Reference

Mendeley
Favorite Full-Issue Download

Abstract

Although painstaking planning usually precedes all large IT development efforts, 80% of new systems are delivered late (if ever) and over budget, frequently with functionality falling short of contract. This case study provides a detailed account of an ill-fated initiative to centrally plan and procure, with the aim to homogenize requirements, an integrated applications suite for a number of British higher education institutions. It is argued that because systems are so deeply embedded in operations and organization and, as you cannot possibly foresee and therefore plan for environmental discontinuities, high-risk, ‘big-bang’ approaches to information systems planning and development must be avoided. In this context the case illustrates the level of complexity that unpredictable change can bring to an information technology project that aims to establish the ‘organizationally generic’ and the destabilizing effects it has on the network of the project’s stakeholders.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.