How does the IT environment contribute to the success or lack of success in systems development processes?

     The IT environment contributes to the success of system development when the IT environment is kept within the decision-making process and communication is maintained throughout the development process.  A strong IT environment has a representative involved with all aspects of a system development process.  The IT specialists experience and limitations are know and figured into the process, which helps to determine if additional training or out-sourcing is needed.  IT can also provide guidance and innovative strategies that might have been overlooked.

     An IT environment fails when IT is reactive, and not proactive and innovative.  Project managers who do not know the capabilities of their IT can set unrealistic goals or tasks that cannot be performed.  Poor communication can lead to bad system development, where the end product does not meet the requested parameters.  Also, inadequate resources or overworked personnel can lead to poor output. 

     Keeping the IT environment positive and motivated is key to success in the system development process.  

Linux... the Other Operating System

     In the world of desktop/laptop personal computing it is a dominant Windows environment, followed by the growing Mac user base.  What is often left out of the “which operating system to choose” debate is the Linux operating system.  One of the more mainstream consumer flavors of Linux is Ubuntu. 

     Most people think that all operating systems are completely different, and once they learn one system it would be too hard to learn another.  However, all of the operating systems have similar graphical interface systems, it is the back-end software that makes them different.  If you can use Windows, you can use Mac, and also Linux.  They all have the same general file structure; a desktop with documents, music, photos and videos folders.

     Ubuntu is one of the easiest Linux systems to use, as it has been tailored toward consumers and ease-of-use.  The Ubuntu One system gives you 5GB of cloud storage that can be utilized between PC and mobile devices, sharing music and documents.  The Ubuntu Software Center is a one-stop shop for thousands of free applications to install on your system.  Linux has many applications that are compatible and comparable to many popular paid applications.  Office suites, photo and illustration, video editing, and many more mainstream expensive software packages are free with Ubuntu.

     Ubuntu and other distributions of Linux offer a cost-effective and appealing alternative when designing/building a small business or enterprise system.  The main hurdle is convincing clients to shift from Windows, since they think Linux is so different to use.  Many non-profit organizations can benefit from using this open-source alternative, since the main cost would be hardware only. 

     In the presentation I gave, I believe I was able to show the audience how Ubuntu is similar to other operating systems they already use.  The Ubuntu website is very informative and was a good tool during the presentation to show the capabilities of a Linux system.  At the end, I tried to tie it into how Linux could be a cost-effective solution when designing a system for a non-profit organization or small business.

Internal Politics in Projects

            I have 24-plus years of experience dealing with internal politics, and I can say that internal politics play a role in every project, and is a key factor to project success or failure.  The dynamics of the internal politics can very, and sometimes you do not need the majority for a project to succeed, if the minorities are in the right positions within the organizational structure.  Having the right key players onboard can make a project, but if one link of the chain is faulty, the entire project is at risk.

            A perfect example of how internal politics factors into a project was a project I was involved with in 2003 on the island of Guam.  Poaching was a big problem on Federal property, but due to safety concerns patrol officers were not allowed to pursue poachers into the jungle.  To overcome this problem, I was allowed to put together a team and give them specialized training for dealing with extraordinary situations.  After an eight-week academy, Guam Naval Security had a Special Response Team (SRT), trained in close quarter combat, special weapons and tactics, combat tracking, and land navigation.  When patrol officers called in poachers running into the jungle, SRT responded, went in after them, and apprehended them.  Within six months, word got around the island about not poaching on Federal property due to the team.  SRT became the core group of another project a few months later known as COBRATAC (Chemical, Ordnance, Biological and Radiological Tactical team).  COBRATAC was designed to respond to incidents involving hazardous materials, weapons of mass destruction, explosive devices and other criminal or terrorist acts.  In less than two years from its inception, COBRATAC was the only HAZMAT response team in the Marianas Islands region because the local agencies didn’t have that capability.

            As you can imagine, to accomplish two major team projects within just two years was an enormous undertaking, and required tremendous coordination.  Team members received extensive training to become experts in many specialty fields, and specialized gear was required to fulfill missions effectively.  But all was not rainbows and butterflies where internal politics was concerned.  The key players in their success were myself, the Regional Security Officer, The Federal Fire Chief, and a civilian contractor.  Four people made this all happen.  I can honestly say that if any one of them were not onboard, the projects would have failed.

            I was the only Chief in a group of seven CPOs that supported the project and many “closed door” discussions were held about SRT.  I was pretty much ostracized from the CPO community during my time on Guam, because I put the team before the politics of the CPO community.  To put everything in perspective, I left in the summer of 2005, and before the end of the year SRT had been disbanded as a team, and team members were split between patrol sections.  COBRATAC fell soon after, when the Regional Security Officer transferred, and the Fire Chief retired.

            Not only does internal politics play a part during the project, but continues after completion.  If the champions of a project do not have replacements with similar interest and passion in the project, it will fail.

What is Failure?

     For something to be considered a failure, one must first have a set goal(s) to know if something has failed or not.  For example, lets say that for a project to be considered a success (and complete) goals A, B and C need to all be accomplished. If only A and C were completed, then the project was a failure, because B was not complete.  Failure needs to be used in the right context as well. Lets say a parent and a child make a deal, if the child gets straight A's on his or her report card then the child will get a new computer.  The child brings home a report card with four A's and one B, is that child a failure?

     Failure is interpreted in different ways by different people.  In the simplest form, most would agree that  if a person had a goal to lose 10 pounds in 30-days, but only lost 9, that person failed to meet his or her goal.  What if that person lost 10 pounds in 31-days, is he or she still a failure?  The goal was achieved, but it took one extra day.  In life, as in any project, some goals need to be viewed in that grey area, and not just black and white, to succeed or fail.

     The dictionary definition of failure is:
         1. An act or instance of failing or proving unsuccessful; lack of success.
         2. Nonperformance of something due, required, or expected.

     Hmmm... unsuccessful?  Now we need to determine what is considered successful, which brings us back to setting a goal(s).  That second one definitely sounds like it could be tied to project management. A scope of work will set what is due, required, or expected for a project.

     I believe for something to be a failure it has to be obvious that a set goal was not met. So for a project to not be considered a failure, it is paramount that the goals determining success are realistic, and within the abilities of all involved.  Setting unrealistic goals from the start has a high risk factor of failure. In life there will be failures. Almost all failures are mistakes, and we learn from our mistakes.  The key is to learn from our failures, and not repeat them, so the successes out weigh the failures.