Project success measures

Gartner is starting to advise IT leaders that technology projects need to get smaller and faster. It seems to me to be an extension of the Agile software-development methodology.

According to an article on SearchCIO.com, a Gartner analyst proposed this line of thinking at a recent conference in Boston. Her analysis implies that PMO's get whacked because of the administrative burden that they put on to the organization. What would create this impression? Most likely, it's the notion that formal Project Management practices are often perceived as bureaucratic over-reaching. Whether they are or not is largely a function of implementation, because everyone agrees that good project management is critical to project success. But after reading the article, I'm not sure how scaling down or speeding up projects is going to change this perception.

But about halfway down the article, the author reveals some excellent insights from analyst. Here are some quotes:

The line people use, including Gartner, 'There are no IT projects, they're all business projects?' Well, forget it, they're all IT projects, because if they fail, you take the hit.
Another fact of project management that sometimes eludes IT is that project success correlates with user adoption

Certainly CRM success is almost entirely dependent upon user adoption. And if users don't adopt it, they will blame IT. And what the analyst seems to be saying is that this same factor applies to ERP systems, HR systems, and payroll systems. But do users have the option to not adopt these kinds of applications? If a payroll clerk doesn't like the new payroll system and decides not to use it, do they get paid?

I have tremendous respect for Gartner. At the same time, it seems that they are not really covering new ground.

The article on SearchCIO.com can be found here:
Project management needs to think smaller, faster .... By Linda Tucci