Do you find yourself taking the blame for technology projects over which you had no control? It's an all too common occurrence. For varied reasons, end-users sometimes go around proper project "channels" to select, fund, plan and execute their own technology projects. From a management point of view, this creates a "rogue" project, formed outside the operational and management boundaries established by IT standards, best practices and the strategic management vision. Rogue projects must be addressed in order to minimize the risks involved. Read on to learn how.
Rogue technology projects are typically conceived and executed outside established IT management channels. At times, these rogue projects can be organizationally self-defeating. Centralized IT project operations are established for a reason, i.e. to control project selection and promote global technology strategies, maximizing technical compatibility, minimizing redundancies, leveraging specialized skills, lowering costs, and (hopefully) improving results. What are the primary risks of a rogue project?
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The questions laid out below are provided for investigative analysis, to get handle on the "rogue project" problem, help you evaluate “rogue project” results, and identify the "type" of projects that might be best suited to centralized management.
All this begs the ultimate question - "If you have a rogue project problem, what is causing your end-users to work around established standards to plan and execute their own 'IT' projects?"...
Once you have obtained a solid grasp on both the scope and underlying cause of your "rogue project problem", you will be better positioned to engage workable management strategies. These strategies can encompass total elimination (which may be impossible) to total acceptance (which may be unwise). In all likelihood, the most workable solutions will lie somewhere in the middle. To eliminate rogue projects in entirety, you must be able to rely on the following factors:
If these variables cannot be met, then a more practical approach is warranted. The key to this approach is mitigation - to minimize the negative impact of rogue projects through coordination, communication and procedural standards:
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