Читать книгу IT Architecture from A to Z: Theoretical basis. First Edition - Vadim Aldzhanov - Страница 54

The chances to implement the project successfully increase if the project is supported by the company’s top management and the scope of work is reduced so that the minimum significant result for the company is achieved in the shortest time and at the lowest cost. In addition, it is worth paying much attention to planning, risks and receiving feedback from external or internal customers.

The following key success factors for a project can be identified:

•Clear and understandable objectives are vital for the project. Moreover, the achievement of these goals should be important for the project sponsor and key stakeholders.

•Quick results should be achieved to ensure short-term goals. It is important to maintain the sponsor’s interest in the project. To do this, one needs to quickly achieve the necessary results for the company to be recorded as an asset. If the nearest results will be in 3 years, then the interest in the project will drop dramatically.

•Intensive work with all interested parties is required within the project to resolve the issues involving top-management, other important and busy people. Find ways to get them involved in the project. Of course, them should not be invited to all meetings or disturbed every day. But their trustees can be involved in the project and informed on the project progress. In addition, you can prepare lists of questions with answers to meet with them.

•Revolutionary changes are attractive on the paper, but difficult to implement. It is better to avoid them. Gradual improvements are often more effective.

•Tracking value of the results is required for every architectural solution to assess benefits, terms, expenses and risks. They must be coordinated with the sponsor and interested parties. Project results should give value to the company.

•Ensuring maximum reuse of the organization’s IT assets is a great opportunity to get fast results with minimal cost. Destroying and reconstruction may be long and expensive. Breaking something that really works is unwise. The information systems and company equipment of the are used for 15—30% of opportunities.

•Architects and project managers should work closely with business and IT projects rather than generate brilliant ideas based on the “best practices”. Working “on site” for many aspiring architects is extremely uncomfortable. They are afraid to seem incompetent. Although the fact that IT specialists know deeper specific technologies than architects is perfectly normal just like the fact that the business knows better the way the company works. Working with people is the only way to achieve results.

•Maximum use and distribution of information is very important since information is a main asset of the architectural project. Access to the information should be as fast and convenient as possible. Everything you know and how it can be used should be shared to everyone.