This question comes from an Around the Web blurb from Dion Hinchcliffe, who's now blogging for ebizQ right here. So we want to know from you: why do Enterprise 2.0 projects fail?
What Are the Top Reasons Enterprise 2.0 Projects Fail?
Add a Reply
Recently Commented On
-
Will case management eclipse BPM in importance this year? (12)
Dave Duggal wrote: Good question to start the New Year... [more]
-
What are your BPM predictions for 2012? (15)
Christopher Taylor wrote: With a new Gartner Quadrant out for... [more]
-
What modeling techniques should be used for capturing case management processes? (5)
Dave Duggal wrote: Hi Peter - Thanks for raising the p... [more]
-
What was the biggest development for the cloud for 2011? (2)
John Michelsen wrote: The biggest development for the clo... [more]
-
How big of a role does BPMN play in today's projects? (18)
Theo Priestley wrote: Depends where you're starting from ... [more]
Tag Cloud
Blogs
- Agilization
- All Things Social
- Anatomy of Agile Enterprise
- Andre Yee's Security Insider
- Anne Stuart’s BPM in Action
- BI in Action
- BPM and the Social Enterprise
- BPM from a Business Point of View
- BPM in the Cloud(s)
- BPM Insights
- BPM: Theory to Practice
- Business Ecology Initiative & Service-Oriented Solution
- Business IT Buzz Blog
- Business Transformation in Action
- Business-Driven Architect
- Cloud Talk
- Column 2
- Data at Your Service
- Dion Hinchcliffe's Next-Generation Enterprises
- ebizQ Mobile CRM Enterprise Integration
- ebizQ's Business Agility Watch
- Enterprise Architecture Matters
- Enterprise Mashups in Action
- First Look
- Governing the Infrastructure.
- Ground-Floor BPM
- Information Architected for Business
- Integration Innovation
- Integration on the Edge: Data Explosion & Next-Gen Integration
- IT as a Catalyst for Optimal Business Outcomes
- IT Directions
- James Taylor's Decision Management
- Kiran Garimella's BPM Blog
- Leadership BPM
- Leveraging Information and Intelligence
- Making Sense of Business Information.
- Manage Tomorrow's Surprises Today
- New Frontiers in Business Intelligence
- Open Source Software Up the Stack
- Pragmatic Software Design
- Process Makes Perfect
- Process POV (Process point of View)
- Putting the ‘M’ back in BPM
- Ronan Bradley's FinanceTech Directions
- SaaS Week
- Security Matters
- SMA's Insurance Transformation, Where Strategy Meets Action
- Smart Systems in Business
- SOA - Integration Industry Pulse
- SOA Visionaries
- Software Infrastructure for Business Value
- Software Test Management and Metrics
- Tech Blog
- Tech for Tomorrow
- Technology Management Insights
- Ted Cuzzillo's BI
- The Architect Insider
- The Connected Web
- The Healthcare Blog
- The Mike Rothman Security Report
- The Performance Principle
- Twenty-Four Seven Security
- Where SOA Meets Cloud
| ADVERTISEMENT |
I think it depends to a large extent on how you define success. The traditional 'waterfall' methodology for measuring success is to define the desired outcome in advance, and then plow through the project. But with a typical enterprise 2.0 project, the most desirable outcome may not become evident until halfway through the project, or later. This is largely due to the collaborative, iterative and emergent characteristics of enterprise 2.0. What in other contexts might be called 'scope creep' becomes 'business agility' and 'continuous improvement' when you're talking about enterprise 2.0.
So my top reason why Enterprise 2.0 projects fail is being too prescriptive about the outcome when you set out.