Gartner Application Architecture, Development & Integration Summit

Despite more than 50 years of history and countless methodologies, advice and books, IT projects keep failing.

The most common response to a history of failed projects is to increase project oversight, with a particular emphasis on reporting. However, more is often mistaken for better when it comes to governance. The key to changing project outcomes is to focus on effective governance, not increased reporting.

Speaking ahead of the upcoming Gartner Application Architecture, Development & Integration Summit in Sydney, Darryl Carlton, research director at Gartner, explained that despite the best advice available, information systems are not being built with the same degree of reliability, integrity and predictability as other engineering disciplines.

“When a project fails, the usual suspects are trotted out and paraded as the solution to this latest disaster – more governance, improved stakeholder engagement and better and more frequent reporting,” Mr. Carlton said. “If only we do more of [pick whichever silver bullet you want], then the next project will be a success.”

These aspects of a project are present in both failed and successful projects. They are not exclusive predictors of a project likely to face problems, or an indicator of the exclusive reasons of a project’s success.

Complexity leads to failure

Gartner studied more than 50 projects that are on the public record as having experienced complete failure, have been seriously compromised or have overrun their IT budgets significantly. The analysis showed that the organisation’s refusal to address complexity in the business process is the main reason. Complex projects with unrealistic goals, unproven teams and almost no accountability at all levels of the management and governance structure, means no one is responsible for failure.

Gartner stresses that governance is “the assignment of decision rights”.

This means that when a program manager or product owner is assigned to lead the project, that project head must also be given the appropriate authority to make decisions in that capacity. Assignment of decision rights means the assignment of accountability and responsibility for making decisions and for managing the risks associated with those decisions.

“Governance does not mean only the creation of a project reporting structure,” said Mr. Carlton. “When a project starts to stumble, increasing the volume and scope of upward reporting will only place more burden on the project and will be unlikely to improve the likelihood of success.”

“This is the way we have always done it” is not an adequate defence when senior management demands business improvement and best practice. There is almost always a disconnection between the ambitious objectives of the project and the demands of those at the management coal-face to ensure that “the system” is modified to reflect “how we work.” The authority to make improvements and consequent changes must be reflected in the decision rights of the project.

Improve your chances of success

Successful projects are characterized by less bureaucracy in governance arrangements and greater focus on outcomes. Where there are more people or committees demanding an ever-increasing volume of reports than there are managers delivering the project, there are bound to be problems.

The take-away message is that you should simplify everything about the project, and ensure that the program manager/owner has the responsibility, accountability and authority to get the job done.

Mr. Carlton will discuss the difference between a successful project and a successful application and how to deliver successful applications at the upcoming Gartner Application Architecture, Development & Integration Summit in Sydney on 20-21 July 2015.Innovate and Renovate to Dominate in the New Digital Economy

The digital world demands that you are up to speed with today's challenges but also prepared for an uncertain future. You need agility to better deal with the radical changes required for building and managing your applications portfolio. The increasing complexity of applications, along with the attractive opportunities and corresponding risks of new approaches and technologies makes the need for redefining strategies imperative. However, you cannot discard your core IT systems. There is a need to both renovate the core of IT systems and services, and exploit future technology opportunities.

If you are just starting out in the application world the Gartner Application Architecture, Development & Integration Summit is an opportunity to quickly understand trends, techniques and providers. Experienced applications managers, integrators and architects will also be able to fine-tune their strategies and stay at the leading edge of industry developments.5-2019" report to their offering. Gartner Opening Keynote:Powering the Digital Future
20 July, 2015 (9:00 AM - 9:45 AM)

The digital age is getting very real, very fast. Your own success and the success of your enterprise requires a tight alignment between innovation, transformation and acceleration. If these are out of balance, success becomes less likely. This keynote will explore the steps you need to take to bring your enterprise into the digital age.

Welcome to the Gartner Application, Architecture, Development & Integration Summit 2015
20 July, 2015 (9:45 AM - 10:00 AM)
Guest Keynote: Digilogue - The Convergence of Digital and Analogue
20 July, 2015 (10:30 AM - 11:15 AM)

• Appreciation of the parts of your business that simply cannot go digital (Outsourcing insights)
• Insights into the real customer experience, the touch points that thrill them by speaking to their hearts and not their head (UX)
• Understanding of how to develop your digital ‘story’ in a way that actually attracts business (Digital Business)
• Recognition of why customer service will never be replaced, but reborn in the Digilogue (transition to Digital business/ outsourcing)

The enterprise ICT spending in Australia to grow at a CAGR 3.94% over the period 2014-2019.

The optimistic economic scenario in Australia is providing a conducive environment for the adoption of advanced technologies such as ICT. The adoption and effective utilization of ICT services has facilitated innovations in advanced environmental management solutions; diagnostic and preventative healthcare techniques; and detecting, responding, and recovering from natural disasters and emergencies.

Popularity of cloud computing is one of the major trends upcoming in the market. Recently, many business enterprises have adopted cloud-based services to reduce investment costs involved in hardware, software, and licensing fees. Many SMEs in Australia are increasingly adopting cloud computing and driving opportunities for maintenance services.

According to the report, the need to enhance the productivity of an enterprise cost-effectively has resulted in the adoption of new technologies such as cloud computing, which in turn will contribute to the rise in ICT spending.

Further, the report states that domain expertise, including generic and specialized ICT skills, is required to support these developments. It is observed that the lack of a highly skilled domestic workforce restricts enterprise ICT spending in this country. The ICT sector is dynamic and requires constant upgrading of skills sets. Thus, the lack of proper training on ICT skills can hinder the adoption of this technique.

Enterprise ICT spending in Australia is categorized into three:

• Hardware
• Software
• IT and communication services