By Richard Ennals
Recent and well-publicised failures have highlighted the truth that companies of all types - from healthcare to aerospace - are significantly depending on details expertise platforms. The prevention of catastrophic I.T. failure is now a necessary a part of administration.
In this thought-provoking advisor for executives and executives Richard Ennals argues that the severe issue isn't really expertise, yet humans and communication.
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Additional resources for Executive Guide to Preventing Information Technology Disasters
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When things go wrong, the tendency is to blame the computer system. ' The more the computer system appears tailored for the particular circumstances, or even endowed with intelligence, the more dangerous the situation maybe: «The more the phrases presented by the computer are adapted to the specific situation, the more the user may be tempted to think them adapted to each user, and so read into them meanings that would have been recognised as inappropriate • al system. " m. L or convention 48 PREVENTING INFORMATION TECHNOLOGY DISASTERS Hopson [1993] has described the role of the power user, providing the facilities for what he calls the human user interface: What the voluntary sector hacker does is to customise and tailor systems so that 'real' users, ordinary computer-disinterested people, can get from the machine what they or their organisation require.
Programmers become analysts just as they are learning to program effectively, and analysts become managers just as work was getting done by them. " (p. 22) We should not be surprised at some of the major IT disasters that periodically generate press coverage. They must be expected in light of policy pressures: INTRODUCTION 33 IIBiG Systems built in a hurry are the most likely to have the bilf8est failures. In tryinG to implement their polides, Governments force the administrative departments to develop systems faster than is possible without cuttinG some corners.
Projects often involve a number of organisations on different sites. The collaboration may be successful at the human and technical level, but without clear short- or medium-term commercial benefits. There is now sufficient experience of managed mission-based projects to discern common approaches. Man on the Moon • Define a target objective, such as a speech-driven workstation, and design a project structure to deliver the product over an extended specified period of time. Men Across Sites • Sub-projects should be established to deal with separate technical areas, each involving technical experts, probably from different organisations, working on different sites.