Incremental Software Architecture

Part OneWhy Do Enterprise Systems Fail?

When planning, designing, implementing, and integrating an enterprise system, the stakes are high. An enterprise project typically involves many stakeholders who bring talents and a variety of expertise to the table. But a large number of collaborating partners does not inevitably lead to system success. Indeed, in certain circumstances, the more people on board, the more likely the implementation will fail. But is the reverse true? Do fewer people on a project guarantee the satisfaction of system performance?

No one really knows.

Still, one of the most eyebrow-raising questions is how it is possible that a large number of professionals put their heads together, spend umpteen hours and countless resources to provide a solution, and ultimately produce a system that falls short of expectations. How does it happen? And who is really responsible for the astonishing expenditure that an organization must bear?

George Bernard Shaw once said, “The minority is sometimes right; the majority always wrong.” To balance this, read what Mark Twain claimed: “Whenever you find yourself on the side of the majority, it is time to pause and reflect.” Finally, this from Leo Tolstoy: “Wrong does not cease to be wrong because the majority share in it.”

There is plenty of blame to go around when an enterprise system fails to perform. And there are many reasons why an imperative application may not meet business requirements. In some cases, corporate anxiety surges ...