Wednesday, March 14, 2007

most problems in government IT project management are caused by...

one too many levels of misdirection...

basically, read the article in the recent copy of Private Eye about the NHS connecting for health fiasco - it is very well researched with lots of good evidence, and explanations of who, what why, where and when things have gone wasn't inevitable until it started, and then it was because the entire terms of the project were misguided (and unnecessary) as the article states (and quotes many medical and IT experts as supporting, with evidence).

One problem is that the Man at the Top (by which I mean Tone) has no computer science skills at all - indeed, its clear from his expression when confronted by "whizz bang" technology that he really is out of his depth - mind you, thats true with the "special relationship" with the US, and warfare, trident, and other things - just hat is he good at then? His judgement on people seems a bit shaky too:)

How would I do the NHS? Federation of existing systems through finding commonality, to start wth, combined with a massive engagement with the users to find out what _information_ they are missing (or is slow/expensive to get or put) that would help them, and what methods of getting it would not increase their workload either in uptake/deployment/learning, or in operations.

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