By: Lydia Nabitosi Norah Tukashaba

In the fast-evolving world of Information Technology (IT), large-scale projects are known for delays and cost overruns. In fact, more than 80% of IT projects fail to meet deadlines, while costs often spiral out of control. Such projects, often complex and multi-layered, involve numerous stakeholders and can stretch over extended periods. The causes of these delays are varied but common culprits include failure to engage stakeholders at every phase, lack of timely client sign-offs, scope creep, and insufficient staffing with the right expertise. Another crucial factor is the lack of top and middle management involvement throughout the process.

The success of large IT projects depends largely on precise coordination and exceptional communication. These initiatives require multiple project managers and program leads, each dedicated to overseeing different segments of the project. This means not only assigning specific managers for each external client touchpoint but also ensuring that internal stakeholders are equally well-managed.

One recurring issue is the failure to secure client sign-offs for project requirements upfront or at each project phase. In IT projects such as the implementation of core banking systems, it is vital for clients to sign off on business requirements at the outset. This ensures that the project team can proceed with clear, mutually agreed-upon goals. Any subsequent changes to these requirements, often referred to as “scope creep,” can derail the project timeline and budget if not carefully controlled.

The reality, however, is that scope creep is nearly inevitable. Clients often request changes or enhancements as the project progresses, leading to the alteration of previously agreed requirements. The key to managing this is to have the original requirements signed off before the project begins and to ensure that any additional requests are approved by the client at an additional cost. By implementing this approach, scope creep can be controlled, and its impact on the project can be minimized.

Managing such complexity demands exceptional leadership from program managers and project managers alike. Their role includes clarifying requirements, ensuring communication between all parties, and securing the necessary approvals from clients before committing to any changes. This continuous feedback loop prevents misunderstandings and reduces the risk of delays and financial losses.

The importance of communication in project management cannot be overstated, particularly in large IT projects. Superior communication is critical to managing both clients and internal teams effectively. For instance, project managers must be able to communicate clearly with clients, documenting every discussion, decision, and approval in formal communication channels. Written agreements, including signed-off emails and official documents, can act as crucial safeguards in preventing disputes over costs or timelines.

Internally, communication is just as vital. Project managers must foster close cooperation with support teams such as finance, infrastructure, human resources, and administration. These internal stakeholders are often as crucial as the clients themselves, and dedicated project leads should be tasked with managing these relationships to ensure smooth project execution.

Staffing is another area where large IT projects frequently stumble. Without the right talent in place, project tasks take longer to complete, inevitably causing delays and budget overruns. Ensuring that the project team possesses the necessary skillset is a priority that cannot be compromised. A project staffed with unqualified or underperforming personnel is likely to face productivity issues that lead to costly setbacks.

Moreover, active involvement from senior management is crucial. Large IT projects are often subject to escalations, with clients bypassing the project manager and going directly to the CEO or other top executives. If senior leadership is unaware of the project’s current status or potential challenges, they risk being caught off guard. Therefore, senior management must remain closely involved in the project, actively monitoring its progress and addressing any issues that arise.

In conclusion, delivering large IT projects on time and within budget requires meticulous planning, clear communication, and robust stakeholder management. By securing early client sign-offs, managing scope creep, ensuring skilled staffing, and involving senior management, IT projects can overcome the common hurdles of delay and cost overruns. With multiple moving parts and numerous internal and external stakeholders, these projects must be managed with precision and care. Only through exceptional coordination, clear communication, and strategic oversight can large IT projects succeed in today’s dynamic business environment.

The writer is a Senior Officer Project Management, Uganda Development Bank Limited