Published: 01 August 2000
Analyst(s): Tom Berg , Matt Light
Management Summary The recent success of the many project offices that addressed the year 2000 problem has proven the project office to be a "best practice" for delivering successful projects. Now, the growth in globalization and e-commerce, along with the need for IS and application development (AD) organizations to extend applications to the Internet, support increasingly distributed workforces via such emerging technologies as wireless and Internet Protocol (IP) voice, and develop data mining and other capabilities, has made the management of AD projects mission-critical to many enterprises. In the 2000s, applications are an indispensable part of enterprise business processes, often with no "manual" alternative. For business to work, applications must work. Although enterprises will continue to license packages and increasingly utilize application service providers (ASPs), substantial new development, package customization and enhancement work often will remain the purview of internal IS organizations -- as will quality control over the integration of packages, including ASP offerings, with legacy systems. The complexity of orchestrating the use of internal and external resources to deploy applications as needed is growing more tangled as IS and AD organizations balance contractors, outsourcers, ASPs and other external service providers (ESPs) with their central IS/AD capabilities and those of their business units. With applications increasingly indispensable, but delivery increasingly complex, enterprises are more threatened than ever before by the risk of cancelled AD projects, ballooning costs or ever-receding delivery dates. The roles and skills of a project office, plus support for a consistent and disciplined approach to chartering, prioritizing and resourcing project work with attention to quality and project knowledge collection, can help mitigate these risks. This Strategic Analysis Report addresses the following Key Issues: o What...
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