Lowering The Risks In Developing "Do-It-Yourself" Software Projects

Written by Phil McCutchen

Lowering The Risks In Developing "Do-It-Yourself" Software Projects

by Phil McCutchen Marketing Manager, VCG, Inc.

Mike Dunville* had a decision to make. Asrepparttar new operations manager for Alpha Staffing, he wanted to make a difference atrepparttar 138163 dynamic staffing firm. The principals ofrepparttar 138164 firm had charged him with makingrepparttar 138165 day-to-day operations run smoothly and efficiently while they concentrated on growingrepparttar 138166 business.

With his background in operations and finance, Mike had successfully translated some of those service practices into Alpha's daily staffing and recruiting operations. Now it was time to takerepparttar 138167 next step and modernizerepparttar 138168 hodge-podge of computer systems that until now had been adequate for their operation.

But where to start? Mike knew thatrepparttar 138169 custom system his former employer, an insurance giant, had implementedrepparttar 138170 year before had done wonders to improve efficiency and overall profitability. It had also taken three years to develop, and another to implement.

Mike didn't think that Alpha could invest that kind of time or money, but Mike knew thatrepparttar 138171 continued success of Alpha Staffing, and its entrance into new markets and business lines would be greatly dependent on a successful staffing software system implementation.

This reinforced Mike's doubts that one ofrepparttar 138172 "off-the-shelf" staffing software packages would fit their needs, even if it were quicker and easier to implement. The more he thought about it,repparttar 138173 more Mike felt that his decision on business automation would be his biggest, and if wrong, his last. He reached for a bottle of antacid.

Mike's business is unique, like yours. Special. Your business practices are equally different. As a result, your business requires specialized information technology that addresses those unique needs. You are convinced that withrepparttar 138174 right IT infrastructure you will be more efficient, productive, and profitable. If you subscribe to this common belief, you, like Mike, have three options to achieve that end:

1. Develop your own custom staffing software and technology infrastructure;

2. Hire a consulting firm to developrepparttar 138175 software and IT for you;

3. Buy from a software/IT vendor familiar with your industry.

Of these three options, which do you think is most likely to workrepparttar 138176 best, costrepparttar 138177 least, and get implementedrepparttar 138178 fastest?

If you, likerepparttar 138179 high-profile public staffing firms of Norrell (now Spherion) and Manpower choose to develop your own software solution, you too may have a very expensive future write-off to enjoy. In fact, Manpower's write-off for its failed three-year software development effort inrepparttar 138180 late 1990's was pegged at $57 Million.

The right answer to this perplexing question is to buy from a staffing software vendor who is intimately familiar withrepparttar 138181 industry.

Surprised? After all, you're special, unique, different, right? Well, not exactly. Yes, it is very true that you and your competitors differ in a number of important areas, such as management styles and objectives. However, you and all of your competitors also share a wealth of common traits, such as tracking employees and candidates, performingrepparttar 138182 business transactions of orders and assignments, making payroll, and billing customers.

These shared business issues are atrepparttar 138183 core of your staffing and recruiting business, and it is these issues that a staffing software vendor familiar with your industry is best qualified to address.

After all, such a vendor has researchedrepparttar 138184 issues to developrepparttar 138185 necessary technology. These industry-specific software vendors can often implement a solution that can handle 80 percent to 90 percent or more of your business operational needs. (It should be noted however, that vendor solutions may vary greatly in quality, efficiency, and cost-effectiveness, depending on their expertise and previous success inrepparttar 138186 marketplace).

But let's say thatrepparttar 138187 "90 percent solution" that an industry-familiar vendor has to offer just isn't enough for you. You want it all. Or you want some features or functions thatrepparttar 138188 vendors don't have.

Your options then are to either dorepparttar 138189 job yourself or hiringrepparttar 138190 project out to outside consultants. Both are similar in that you assumerepparttar 138191 overall project management risks, and, inrepparttar 138192 case of doingrepparttar 138193 job yourself,repparttar 138194 programming chores for your unique staffing software. If you decide to take either of these routes, do so with extreme care -- as industry surveys indicate that there is nearly a 60 percent probability of its failure.

According to one survey of thousands of software projects, conducted byrepparttar 138195 Standish Group of Hanover, Massachusetts, four of 10 software projects failed outright. To make matters worse, an additional 33 percent of software projects were completed late, went over budget or were completed with fewer features and functions than originally specified. Can you afford to make that kind of risky investment?

In an even more unexpected finding,repparttar 138196 study also revealed thatrepparttar 138197 use of IT consulting houses -- even highly respected companies such as Andersen Consulting (now Accenture) and Lockheed Martin -- increasedrepparttar 138198 risk of a project's failure. This is astonishing because such consulting firms have staked their reputations on and are hired for their claimed expertise at developing or implementing enterprise software.

Butrepparttar 138199 reason for their poor results is not so surprising -- as it pointed to business practices that leave a lot to be desired, frequently atrepparttar 138200 considerable expense of their clients.

It should be no wonder then that dissatisfaction with IT contractors has reached an all-time high. A poll of 200 MIS managers conducted by Information Week revealed that 63 percent of them had either eliminated or rebid an IT service contract within a year. This was typically due to unacceptable performance or failure to deliver as promised.

Whyrepparttar 138201 low success rate of home-grown "Do-It-Yourself" software projects?

With a success rate of only roughly 40 percent, you might be tempted to acceptrepparttar 138202 premise thatrepparttar 138203 very complexity of custom software would have a bearing onrepparttar 138204 success or failure of project. To a degree, this is true, however,repparttar 138205 three main causes of software development failure, as determined by industry surveys, are not related torepparttar 138206 technology itself, but to experience, management, and politics. They are:

1. Inexperience: Technologies and programming methods change rapidly. This means that both business-side and/or contract programmers and program managers are not always up to speed onrepparttar 138207 latest development technology. What is more important, IT-oriented program managers and programmers are rarely totally familiar withrepparttar 138208 business issues to be addressed, and so may not be able to makerepparttar 138209 connection torepparttar 138210 best technology needed to address them.

Consulting companies, includingrepparttar 138211 largest and most well-known, often use novice talent, fresh out of school, to handle programming and management chores. This inexperience leaves clients open to potentially massive cost-overruns or, worse, a system that never works even after years of development.

You probably won't hear much about these consulting firm failures though; bothrepparttar 138212 firms and their clients have a vested interest to keep such admissions of failure quiet. Only when it reachesrepparttar 138213 "public scandal" or "write-off" stage does such information become public knowledge.

Report on Growth and Economic Impact of the IT Industry

Written by Helga F. Sayadian

THE U.S. INFORMATION TECHNOLOGY INDUSTRY A Report onrepparttar Growth and Economic Impact ofrepparttar 138002 IT Industry 1940-2010 Prepared byrepparttar 138003 Information Technology Industry Council (ITI), Washington DC Helga F. Sayadian, Vice President, ITI Industry Statistics Programs

Detailed information and data on U.S. Information Technology Industry's growth and economic impact and industry shipment/revenue forecasts to 2010 are published inrepparttar 138004 U.S Information Technology Industry Statistics Report 1960 to 2010. The report is available fromrepparttar 138005 Information Technology Industry Council, Washington DC. For a detailed contents description log on to http://www.itic.org/statistics. The electronic version ofrepparttar 138006 report can be purchased for $29.95. To orderrepparttar 138007 report call (00)1-202-626-5748 or contact amccormick@itic.org.

The U.S. Information Technology Industry 1940-2000 Summary All segments that compriserepparttar 138008 information technology industry (computers, telecommunications, and software and services) have played a major role inrepparttar 138009 transformation ofrepparttar 138010 U.S. economy. The computer was commercially introduced inrepparttar 138011 late 1940s and has shownrepparttar 138012 fastest rate of advance of any technology inrepparttar 138013 twentieth century. Communication technologies made large strides inrepparttar 138014 last three decades improving telephone networks with better voice quality, higher data speeds, and faster call setup times. Software, computer programming, emerged from punched cards and tape to FORTRAN, COBOL, BASIC and fourth generation languages (4GL). Forrepparttar 138015 first few decadesrepparttar 138016 United States’ lead in computer and communications technology was unsurpassed. Inrepparttar 138017 1980s other countries slowly started to catch up torepparttar 138018 state ofrepparttar 138019 art. The United States’ share in total worldwide IT revenue was about 45% in 2000, Europe ranked second with a 32%, share, Asia third with 20%, followed by South & Central America with 2%, and rest of world with 1%. Worldwide IT revenue including sales of hardware, software, and services are estimated to have increased from $650 billion in 1990 to $1,500 billion in 2000.

In 1973,repparttar 138020 U.S. Defense Advanced Research Project Agency (DARPA) started a program to develop communication protocols that would allow computers to communicate across linked packet networks. The system of networks, which emerged from this program, was calledrepparttar 138021 “Internet.” The protocols developed out of this effort became known asrepparttar 138022 TCP/IP protocols (Transmission Control Protocol and Internet Protocol). Inrepparttar 138023 mid 1980s,repparttar 138024 U.S. National Science Foundation’s commitment to build NSFNET usingrepparttar 138025 TCP/IP protocol contributed significantly torepparttar 138026 acceptance of this protocol by other networking product and service oriented organizations inrepparttar 138027 U.S. and internationally. The NSF's actions created much ofrepparttar 138028 USA's networking infrastructure. Interconnectivity amongrepparttar 138029 many network organizations enabledrepparttar 138030 enormous traffic growth and Internet usage spread rapidly to all corners ofrepparttar 138031 world.

The introduction of personal computers (1985) andrepparttar 138032 utilization ofrepparttar 138033 Internet revolutionizedrepparttar 138034 office environment. The cost of 1,000 bytes of internal memory decreased from about $5.50 in 1965 to less than $0.10 today. Internal memory access time declined from about 17.0 milliseconds per byte in 1955 to less than 0.01 milliseconds per byte and megabits of memory per chip quadrupled every three years. The U.S. Information Technology Industry Page 2

Personal computer (PC) prices dropped at an estimated annual rate of about 5% since its introduction. The Internet and declining prices promoted a surge in home PC sales and more than 60% of all U.S. households have one or more PCs today. About 60 million PCs were sold inrepparttar 138035 United States in 2004 of which an estimated 40% were forrepparttar 138036 home. Utilization of computers by public schools also increased substantially sincerepparttar 138037 1980s. About 98% of all public schools are using computers inrepparttar 138038 classroom today, 90% of all public libraries provide computer access, and close to 70% of all households inrepparttar 138039 United States have a computer toady.

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