June 2008
Beginner to intermediate
336 pages
10h 46m
English
Around 1998, the Internal Revenue Service (IRS) engaged in a project to update its aging file-keeping computer system with modern technology. It brought in a prime contractor and got to work. The contractor’s approach was to throw bodies and enthusiasm at this huge initiative but failed to include an overall project management strategy. This omission was unfortunate because, looked at up close, the project was a complex integration of related subprojects. The IRS, for its part, was not adept at pushing a different, perhaps preferred approach, or at anticipating the management demands inherent in such complex IT projects. This initiative, then, was christened not so much with ...
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