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Agile Information Management Governance: Can You Scale it to the Enterprise?

Agile Information Management Governance: Can You Scale it to the Enterprise?

Conrad Bates
Copyright: © 2014 |Pages: 26
ISBN13: 9781466648920|ISBN10: 1466648929|EISBN13: 9781466648937
DOI: 10.4018/978-1-4666-4892-0.ch014
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MLA

Bates, Conrad. "Agile Information Management Governance: Can You Scale it to the Enterprise?." Information Quality and Governance for Business Intelligence, edited by William Yeoh, et al., IGI Global, 2014, pp. 271-296. https://doi.org/10.4018/978-1-4666-4892-0.ch014

APA

Bates, C. (2014). Agile Information Management Governance: Can You Scale it to the Enterprise?. In W. Yeoh, J. Talburt, & Y. Zhou (Eds.), Information Quality and Governance for Business Intelligence (pp. 271-296). IGI Global. https://doi.org/10.4018/978-1-4666-4892-0.ch014

Chicago

Bates, Conrad. "Agile Information Management Governance: Can You Scale it to the Enterprise?." In Information Quality and Governance for Business Intelligence, edited by William Yeoh, John R. Talburt, and Yinle Zhou, 271-296. Hershey, PA: IGI Global, 2014. https://doi.org/10.4018/978-1-4666-4892-0.ch014

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Abstract

Research has shown that IT project failure rates increase in line with project size, and by the time you reach projects over $10M, the failure rate hits 100% (The Standish Group International, Inc., 1999). Hughes and Stodder (2012) go on to show that at an average cost of $12.8M, large data warehousing projects were failing 65% of the time for internally built apps and 86% of the time for purchased packages. The outtake here is that small projects are by far more successful. “We have long been convinced that shorter time frames, with delivery of software components early and often, increase the success rate” (The Standish Group International, Inc., 1999, p. 3). How can this be achieved on large projects? It is possible to be successful at the enterprise level, but it requires a fresh approach to project execution, an ability to deliver projects in small, incremental chunks while maintaining business involvement and support, and setting clear, achievable objectives throughout the program.

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