Phishers' Favorites, Q4 2018
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Phishers' Favorites highlights the 25 most commonly impersonated brands in phishing attacks. The list is compiled by analyzing the phishing URLs detected by Vade Secure's technology. Read more detailed analysis behind the list here: https://www.vadesecure.com/en/phishers-favorites-q4-2018/
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IT Project Management
iT projeCT managemenT: infamous
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praCTiCes1
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InFAMOuS FAILurES
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1 Jeanne Ross was the Senior Editor, Keri Pearlson and Joseph Rottman were the Editorial Board Members for
this article for this article.
2 The author would like to thank Jeanne Ross, anonymous members of the editorial board, Barbara McNurlin,
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3 The Sta ...
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S T R A T E G I E S FOR1 RANSITIONING O L D ECONOMY FI.docx
S T R A T E G I E S FOR
1 RANSITIONING
' O L D ECONOMY' FIRMS
TO E - B U S I N E S S
SliKVHYiNCi THl- WKt-CKAGi; OP THH IXVl-COM MllLT-
down oi 2001, it is easy to overlook the persistence and
rapid growth of c-btisincss throughotit the U.S. ecoiv
otny. While many high-Hying dot-com firms, includ-
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cer Tesco has emerged as the tnost successilil grocer
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sis of the e-business initiatives and strategies of legacy
firms helps get us past the myths toward a more real-
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ners and losers, but by reporting what is happening in
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them in preparing their
organizations for e-busi-
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cation of what it takes to make sustainable use of the
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fied nearly 200 senior managers throughout North
America with major roles in formulating or imple-
menting their organizations' e-business strategies; we
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Critical Update Needed: Cybersecurity Expertise in the Boardroom
Critical Update Needed: Cybersecurity Expertise in the BoardroomStanford GSB Corporate Governance Research Initiative
By David F. Larcker, Peter C. Reiss, and Brian Tayan
Stanford Closer Look Series, November 16, 2017
The board of directors is expected to ensure that management has identified and developed processes to mitigate risks facing the organization, including risks arising from data theft and the loss of information. Unfortunately, recent experience suggests that companies are not doing a sufficient job of securing this data. In this Closer Look, we examine they types of cyberattacks that occur and how companies respond to them.
We ask:
• What steps can the board take to prevent, monitor, and mitigate data theft?
• What data, metrics, and information should board members review to satisfy themselves that management has taken proper steps to minimize cyber risks?
• What qualifications should a board member have in order to constructively contribute to boardroom discussions on cybersecurity?
• How difficult is it to find board candidates with these skills?
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MIS Quarterly Executive Vol. 6 No. 2 June 2007 67© 2007 Univ.docx
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IT Project Management
iT projeCT managemenT: infamous
failures, ClassiC misTakes, and besT
praCTiCes1
R. Ryan Nelson
University of Virginia
MISQUarterly
Executive
Executive Summary
In recent years, IT project failures have received a great deal of attention in the press as
well as the boardroom. In an attempt to avoid disasters going forward, many organizations
are now learning from the past by conducting retrospectives—that is, project postmortems
or post-implementation reviews. While each individual retrospective tells a unique story
and contributes to organizational learning, even more insight can be gained by examining
multiple retrospectives across a variety of organizations over time. This research
aggregates the knowledge gained from 99 retrospectives conducted in 74 organizations
over the past seven years. It uses the findings to reveal the most common mistakes and
suggest best practices for more effective project management.2
InFAMOuS FAILurES
“Insanity: doing the same thing over and over again and expecting different results.”
— Albert Einstein
If failure teaches more than success, and if we are to believe the frequently quoted
statistic that two out of three IT projects fail,3 then the IT profession must be
developing an army of brilliant project managers. Yet, although some project
managers are undoubtedly learning from experience, the failure rate does not seem
to be decreasing. This lack of statistical improvement may be due to the rising size
and complexity of projects, the increasing dispersion of development teams, and the
reluctance of many organizations to perform project retrospectives.4 There continues
to be a seemingly endless stream of spectacular IT project failures. No wonder
managers want to know what went wrong in the hopes that they can avoid similar
outcomes going forward.
Figure 1 contains brief descriptions of 10 of the most infamous IT project failures.
These 10 represent the tip of the iceberg. They were chosen because they are the most
heavily cited5 and because their magnitude is so large. Each one reported losses over
$100 million. Other than size, these projects seem to have little in common. One-half
come from the public sector, representing billions of dollars in wasted taxpayer dollars
and lost services, and the other half come from the private sector, representing billions
of dollars in added costs, lost revenues, and lost jobs.
1 Jeanne Ross was the Senior Editor, Keri Pearlson and Joseph Rottman were the Editorial Board Members for
this article for this article.
2 The author would like to thank Jeanne Ross, anonymous members of the editorial board, Barbara McNurlin,
and my colleague Barb Wixom, for their comments and suggestions for improving this article.
3 The Sta ...
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- Network security and patching cadence were areas of weakness across many financial institutions. Nearly all had vulnerabilities from unpatched SSL/TLS issues.
- Malware was detected on the networks of nearly half of the largest 20 US commercial banks in the past 30 days. Legacy systems and acquisitions can increase security risks for large banks.
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Critical Update Needed: Cybersecurity Expertise in the Boardroom
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MIS Quarterly Executive Vol. 6 No. 2 June 2007 67© 2007 Univ.docx
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