Why Government Technology Projects Fail eBook


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Government agencies have many large and complex historical systems of record that must be coordinated to achieve mission objectives, yet there are multiple studies that demonstrate anywhere between 65 and 80 percent of IT projects either fail, do not meet their stated objectives, run significantly late or cost far more than planned. Sometimes, they even become major news headlines.

In this ebook, Pegasystems' Cathy Novak explores the primary reasons large technology projects fail or do not meet objectives, and offers an alternative approach that will ensure sustained and successful results, delivered on-time and within budget.

Learn more about Pega solutions for Government: http://www.pega.com/solutions/by-industry/government

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Why Government Technology Projects Fail eBook

  2. 2. LEARN MORE Government agencies have many large and complex historical systems of record that must be coordinated to achieve mission objectives, yet there are multiple studies that demonstrate anywhere between 65 and 80 percent of IT projects either fail, do not meet their stated objec- tives, run significantly late or cost far more than planned. Sometimes, they even become major news headlines. In this e-book, Pegasystems’ Cathy Novak explores the primary reasons large technology projects fail or do not meet objectives, and offers an alternative approach that will ensure sustained and successful results, delivered on-time and within budget. “Leadership is the courage to admit mistakes, the vision to welcome change, the enthusiasm to motivate others, and the confidence to stay out of step when everyone else is marching to the wrong tune.”  E.M. Estes
  3. 3. WHY GOVERNMENT TECHNOLOGY PROJECTS FAIL WWW.PEGA.COM3 SHARE THIS EBOOK: Why Projects Fail REASON #1: People People are the primary reason technology projects fail. There are many ways in which people issues can lead to project failure, such as lack of executive sponsorship, project management or skills, resource constraints, and the simple fact that people are averse to change and tend to hide behind federal regulations. One of the most important aspects for project success is the team, yet most projects still create strict divisions of labor between business people and IT. This inability to collaborate frustrates people in both groups. Government agencies also have unique people issues. A typical government project spans multiple election cycles, and the stakeholders involved – and their corresponding priorities – can and will change due to unplanned events, new legislation, retirements and other outside political influences. "We have found that our staff are walking rule engines, because that is often the only place where business practices and policies are defined." John Supra, South Carolina Deputy Director & CIO, Health and Human Services in Gartner’s Success Approaches to Business Process Management (July, 2013)
  4. 4. WHY GOVERNMENT TECHNOLOGY PROJECTS FAIL WWW.PEGA.COM4 SHARE THIS EBOOK: Traditional methods of application development create requirement gaps. They focus on data instead of how it needs to be used, go for the big bang, and do not provide the flexibility to change quickly. Conservatively, agency subject matter experts take six months or more to document all of the requirements. IT must translate these into a working system – another six months plus. By this time, you have the perfect storm: � Business has undoubtedly missed some requirements. � Lacking intimate knowledge of the business, IT has misinterpreted requirements. � So much time has passed, important changes – new agency requirements, different priorities, advancements in technology – are not reflected in the delivered solution. It’s simply not possible to plan a multi-year project without expecting significant changes in stakeholders, priorities and requirements. Why Projects Fail REASON #2: Requirement Gaps “Scope creep should be mandatory. Without it, IT's relevancy comes into question. With it comes the adoption of any new deliverable.” Information Week Global CIO, Coverlet Meshing
  5. 5. WHY GOVERNMENT TECHNOLOGY PROJECTS FAIL WWW.PEGA.COM5 SHARE THIS EBOOK: Technology is not the primary reason projects fail. It’s the implementation of technology and the lack of flexibility to make changes and integrate legacy systems that cause failure. A recent IT initiative was turned off because users could not get the system to print addresses on correspondence. It took over eight months and close to one million dollars to correct the issue! Application development and implementation methods used in government today are antiquated and produce manual, time-consuming processes. Multiple copies of the same code base are used to satisfy minor, yet different requirements. The more agencies try to account for all variables, the more complex integration becomes, allowing the potential points of failure to grow exponentially. Agencies need to be able to leverage their investments in existing technologies while creating expanded and flexible functionality to support desired outcomes and satisfy changes driven by new political priorities and constituent demands. Why Projects Fail REASON #3: It’s NOT the Technology
  6. 6. WHY GOVERNMENT TECHNOLOGY PROJECTS FAIL WWW.PEGA.COM6 SHARE THIS EBOOK: Solution TIP #1: Focus on Outcomes Projects should never be about technology, but about producing successful and sustained outcomes – facilitated by technology. To ensure successful outcomes while supporting continuous change, the technology used must enable and serve as a bridge to: � Connect people and process to structured and unstructured data. � Promote collaboration between the business and IT. � Allow for specialized processing and differentiated business rules. � Provide insight into data and turn it into useful and active information. � Unify the enterprise development environment, as well as enterprise applications to ensure changes only need to be implemented once across all systems and channels (social, mobile, call center, office). DATA INFORMATIONPROCESSES PEOPLE
  7. 7. WHY GOVERNMENT TECHNOLOGY PROJECTS FAIL WWW.PEGA.COM7 SHARE THIS EBOOK: Government activities are people-intensive, change often and typically require more than one touch point. It’s never a point in time agencies are concerned with – it’s the activity over time and the related information, in whatever form that information may take and wherever that information may reside. Technology must provide holistic case management with the ability to bring together all of the people, processes, structured and unstructured data needed to resolve an issue. It also requires case management that delivers dynamic processes which can be easily changed to accommodate unexpected, ad hoc work and new policies and procedures. Solution TIP #2: Treat Everything as a Case with a Process that will Change Knowledge Worker Clerical Worker Extremely Structured SPECTRUM OF WORK Collaborative Unstructured and Ad Hoc System Work Automation Knowledge- Assisted Worker Case Subjects Collaboration Tasks Events Agency Objectives Rules and Policies Processes & Dependencies Data Related Information Content Case Management
  8. 8. WHY GOVERNMENT TECHNOLOGY PROJECTS FAIL WWW.PEGA.COM8 SHARE THIS EBOOK: With continuous change, agencies need to define and quickly modify business processes. This requires business and data rules that reflect agency policies and procedures. Rules provide flexibility. Coping with change and variation is easy, as rules allow agencies to create a process foundation and then add specialized layers of instructions that specify what is different in specific situations. For example, a core benefit application process can include rules for an online application vs. an in-person application. The same process can be used across departments, systems and channels with rules accounting for required variations. Rules need to be stored in a central repository so they can be reused. This makes managing change far simpler: Any rule change will automatically update all impacted layers, which means changes only have to be made once. Solution TIP #3: Differentiate and Specialize by Specifying ONLY What is Different ENTERPRISE-WIDE STANDARDS PROCESS MANAGEMENT ENTERPRISE-WIDE STANDARDS MODES OF CUSTOMER INTERACTION (CHANNELS) GOVERNMENT CUSTOMERBUSINESS CUSTOMER CUSTOMER TYPE 1 PROGRAM 1 CUSTOMER TYPE 2 PROGRAM 2 PROGRAM 3 JURISDICTION REGULATIONSFEDERAL REGULATIONS
  9. 9. WHY GOVERNMENT TECHNOLOGY PROJECTS FAIL WWW.PEGA.COM9 SHARE THIS EBOOK: Receiving, routing and reporting on cases is considered the core of agency workflow and represents the agency’s procedures. But these steps are only half of the total process. Agencies don’t function based only on their procedures – they also run based on the policies that affect how they research, respond and resolve each case. This requires technology that enables agencies to unify procedures and policies so that they can automate as much as possible. When intelligent processes can manage the entire spectrum of policies and procedures related to a case in real time, agencies can maximize the use of automation to increase efficiency, compliance and transparency. Solution TIP #4: Actively Manage Your Information Anticipatory Retrieval Adaptive AnalyticsOpen Database Productivity & Quality Alerts Model & Simulate Priority Cases & Folders Skill Based Routing Tailored Interactions Next Best Action Multi-Channel Imaging Web Services Telephony System-Driven Processing Guided Processing Automated Transactions
  10. 10. WHY GOVERNMENT TECHNOLOGY PROJECTS FAIL WWW.PEGA.COM10 SHARE THIS EBOOK: Every day, agencies struggle to maintain and enhance siloed systems. And every day, they are bombarded with complicated data that ends up in different silos. Unfortunately, the people who can best manage this legacy environment are retiring, and their domain expertise is walking out the door. With current budget constraints, agencies must find more effective ways to leverage current technology investments. The solution is a unified environment that not only simplifies application development, but also overcomes legacy silos. A unified environment orchestrates interactions between existing systems, gathering and using the data required to complete a process regardless of where the information resides, while delivering a complete picture of information related to a constituent. The unified environment enables transparency on an enterprise scale by supporting the widest possible array of integration and connectivity standards that leverage existing systems in streamlined processes. Solution TIP #5: Unify Your Enterprise 0 AGENCY MISSION TECHNOLOGY INFRASTRUCTURE (ESB/SOA) SOCIALANDMOBILE @ + Code-free integration to standard transports Auto consumption/publication “When Needed” data retrieval UNIFIED ENTERPRISE APPLICATIONS LEGACYERPSERVICESDATACONTENT ENTERPRISEAPPLICATIONS Case Management Process Management Decisioning Monitoring Analyzing Continuous Improvement
  11. 11. WHY GOVERNMENT TECHNOLOGY PROJECTS FAIL WWW.PEGA.COM11 SHARE THIS EBOOK: The common thread among all of the reasons for failed technology projects is that they take too long to complete and cannot effectively respond to the rapid pace of change agencies face. The trick is to build for change from the beginning – expect change, plan for change, welcome change, and use technology that supports business/IT collaboration, continuous change and the ability to specialize. This requires a model-driven approach that allows business users and IT to partner in the transformation process. Tools that let business analysts directly capture agency policy into working application models; a reusable repository of assets that lets IT quickly build components such as security and data integration rules; and automatic generation of the application’s structure, documentation and code. Solution TIP #6: Time Should NOT be Your Enemy Agency Mission/ IT Requirements Capture Policies and Processes Directly in Application Automatically Elaborate, Build & Document Zero Coding Rapid Development & Deployment Quick Response to Change MODEL-DRIVEN PROCESS
  12. 12. WHY GOVERNMENT TECHNOLOGY PROJECTS FAIL WWW.PEGA.COM12 SHARE THIS EBOOK: Pega Build for Change® Government can help government agencies transform their operations. With this foundation, agencies can deploy highly automated applications that precisely meet their needs in a fraction of the time and cost of traditional development methods or commercial solutions that demand extensive configuration. Pega unifies processes and rules in real time to account for new regulations, policy changes and specialized circumstances. Holistic case management eliminates manual workarounds by orchestrating the sharing and use of data maintained in legacy systems. Pega’s business- focused application development uses natural language and familiar tools to rapidly model and deploy processes which are easily reused to support implementations across programs, agencies and channels. With Pega, agencies can: � Think big, yet start small and focus on outcomes. � Build effective collaboration between business and IT. � Unify enterprise development environment and enterprise applications. � Transform in phases with continuous improvement. How We Can Help: Pega Build for Change® Government YEARR YEAR YEAR 1 JUNE JANUARY MARCH YEARS Traditional Timeline MONTHS Pega System Modernization WEEKS Pega Legislative Changes DAYS Pega New Policy
  13. 13. © Copyright 2013 Pegasystems Inc. All rights reserved. All trademarks are the property of their respective owners. SHARE THIS EBOOK: About Pegasystems Pegasystems, the leader in business process management and software for customer centricity, helps organizations enhance customer loyalty, generate new business, and improve productivity. Our patented Build for Change® technology speeds the delivery of critical business solutions by directly capturing business objectives and eliminating manual programming. Pegasystems enables clients to quickly adapt to changing business conditions in order to outperform the competition. For more information, please visit us at www.pega.com.