Size does matter

The answer to the question “Why do large IT projects fail?” is because they are large, of course! (Why IT and the real world don’t mix, editor.computing.co.uk).

There is no excuse for designing large, all-encompassing systems that take years to develop, over-run on cost and scope and then fail. Design should be about small systems that deliver a small but quantifiable benefit and have built-in connectivity.

Tools such as web services, XML and RSS to name but a few, can be used to break up large systems into smaller, more manageable chunks.

After all, that’s how the web is built, with discrete bits of functionality and benefit stitched together by “survival of the fittest” standards rather than imposed ones.

John Royle

Thanks, but no thanks

We are not confused  about unified communications (Getting the message across, www.computing.co.uk/2232697).

We have phones and we have text messages, be that in the form of email or instant messaging. We even have intranets and wikis. Some older people still use faxes too, or letters sent in the post – it still works.

We don’t need to buy a communications solution from IBM or Microsoft. We don’t need to wirelessly connect our mobile phones together either, although if we did want to, we could, without spending any more money. We don’t need a webcam to see the person who is writing an email to us.

It won’t save us money by spending more on things we don’t need. We can communicate quite well already, thanks very much. There’s much to be said for cutting back on all this communication. Stop “tapping into deep pools of knowledge”, and just get on with your jobs instead.

Jason Davies

Bolstering support

Daniel Marovitz raises valid concerns about how quick mergers in the financial sector could prove a significant obstacle for chief information officers (CIOs) (City in pressing need of skilled IT matchmakers, www.computing.co.uk/2227657).

All too often IT integration is an afterthought and this lack of preparation can have devastating consequences in terms of lost productivity, which in turn can lead to frustration and demotivation. In lieu of thorough IT due diligence, Marovitz rightly advocates communication between management and the CIO at all stages of the merger, to try to anticipate and respond to the IT problems that will inevitably appear during the process.

However, if the merger does not deal with the potential hazards of IT integration at the outset, it certainly needs to deal with them reactively by bolstering the back-end IT support.

During a merger, the acquired company inevitably loses staff, and this is likely to be the case for the acquired company’s IT support team. The pressure on the remaining IT support function is enormous, not only through a doubled workload, but also a new set of concerns brought about by the systems of one company being unfamiliar to the support team of the other.

If due diligence is not feasible, bolstering IT support is critical if the new company does not want to sink in a deluge of IT problems.

Paul Offord

How to survive M&A mayhem

Your article about the effect of City mergers and acquisitions (M&As) proves the wisdom of “look before you leap”, but the current haste surrounding banking M&As leaves little time to look before the ground gives way under yourfeet or you find yourself pushed (City in pressing need of skilled IT matchmakers, www.computing.co.uk/2227657).

Smoothing the process in a time-critical environment can be achieved by the acquisitive company having a configuration specification template ready and requiring acquired companies to adapt to it. This approach may seem heavy handed but it helps to minimise time wasted and also gives the group the systems and data it needs from the outset.

This approach may seem to be forceful, but it does pay, especially when vital corporate intelligence on the combined group can be effectively delivered to all stakeholders, ensuring timely and accurate decisions can be made.

Due diligence should also indicate where potential cost savings can be made through an integration strategy – support contracts, licences, service level agreements, maintenance fees, among others, may result in significant cost savings when reviewed and re-negotiated.

A structured approach to due diligence is strongly recommended – a holistic approach covering four key attributes – strategy, people, process and technology should be undertaken by all organisations engaging in M&A activity.

Marc Bray

PINheads

In his letter, Steve wrote: “One might think that banks had introduced chip-and-PIN merely so they can refuse all refunds on disputed transactions because they can always say: ‘How did they know your PIN?’" (Suspicious minds, Letters blog).

Was this not precisely the reason chip-and-PIN was invented? Credit card fraud cost banks more than £150m per year, because the rules said that users would be protected from fraud that was not the user’s fault. Chip-and-PIN was designed as a way of proving blame. If you can prove it was the card user’s fault, for example they gave away their PIN, you can deny liability.

Phil, submitted on the web

Conscientious to the core

As demand for more agile IT systems increases, integration skills will become ever more sought after (Fitting the skills together).

However, while the need for professionals skilled in business intelligence and service-oriented architecture (SOA) projects is great, companies must be wary of neglecting their core systems.

Many of those equipped to deal with such systems are approaching retirement. If firms cannot find staff who are proficient with such hardware, and as a consequence are unable to access or keep up these systems, the results for UK businesses could be disastrous.

Although professionals with advanced integration skills are crucial to modern IT projects, the need to maintain core systems should not be underestimated.

Both businesses and government must take the initiative to provide workers with both of these skill sets, to ensure that the UK remains competitive in the global economy.

Arunn Ramadoss

Identity risk

This government hardly has an unblemished record when it comes to complicated systems integration. Aside from the moral dilemma, I have serious concerns for the safety and security of my private information (The surveillance society).

Putting health records, criminal records and bank details all in one place strikes me as the very worst thing to do in a climate in which identity theft is such a major issue.

Tom French

Chain gang

It comes as no surprise to me that fewer than half of managers believe their company has effectively integrated internal IT processes across the business (UK supply chains lack integration).

In the UK, the supply chain is more fragmented, creating a complex process, so companies need to think beyond IT. Getting value from your supply chain to deliver differentiation, reduce costs and mitigate risk is achievable, but so many companies find they are trying to hit a moving target.

Before integration, organisations need to look at the culture of the company as a whole to make sure the right system is put in place and that, in time, it can still work effectively to improve the efficiency of the supply chain.

For IT to be integrated effectively you must have the buy-in of your staff and suppliers, and getting everyone on the same page is absolutely critical. The success of any integration will ultimately depend on the environment of the supply chain and the relationships within it.

Fazal Ahmad, WCI

A healthy option

I fail to see the problem with sharing clinical information between suitably identified and authorised individuals using the NHS Spine (GP trial passes test, 22 March).
If I suffer a compound fracture of my leg in Devon and live in Cumbria I absolutely want the A&E staff treating me to know that I have an important pre-existing condition - allergy to penicillin, for example.
Are the people who instruct their GP not to release their details to other staff (Letters, 11, 18, 25 January) aware of the implications for future treatment?
People do not complain that staff at various branches of the same bank – and other undisclosed associated companies - may see credit history and payment details.
If I tried to prevent my bank doing this I would undoubtedly be asked to take my custom elsewhere. What would be the reaction of the public if the NHS adopted the same attitude I wonder?
Andrew Turner

Libra is a liability

You report that the court IT system has come under renewed attack from Britain's magistrates in an unprecedented protest letter to prime minister Tony Blair (Fresh concerns raised over Magistrate's IT system, computing.co.uk/2173242).
The simple fact is that the Libra system - and Mass before it - is failing at basic levels. IT staff, who are working on outdated equipment, are left having to patch systems as best they can, pinning their hopes on the promise of a system that so far has shown little or no progress.
R Davies