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Professor Mark Haselkorn 14E Loew Hall 543-2577 markh@u.washington

Day 5 – TC520 Technical Communication Systems: Understanding and Improving the Role of Information & Communication Systems (ICS) in Humanitarian Relief Systems (HRS). Professor Mark Haselkorn 14E Loew Hall 543-2577 markh@u.washington.edu http://faculty.washington.edu/markh/TC520/tc520.html

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Professor Mark Haselkorn 14E Loew Hall 543-2577 markh@u.washington

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  1. Day 5 – TC520 Technical Communication Systems:Understanding and Improving the Role of Information & Communication Systems (ICS) in Humanitarian Relief Systems (HRS) Professor Mark Haselkorn 14E Loew Hall 543-2577 markh@u.washington.edu http://faculty.washington.edu/markh/TC520/tc520.html Office Hours: Tues/Thurs 10–11 AM and by appointment TC 520 Class Notes 2/1—Haselkorn Winter 2005

  2. Overview for TodayRevisit ICS and HRS; Launch the report project • Revisit Davenport and state-of-the-art IT management • Apply this to managing HRS • Develop purpose statement for report • Break into teams • First in-class team activity TC 520 Class Notes 1/25—Haselkorn Winter 2005

  3. Questions What is the current state of ICS management in government and industry? How does this compare to the current state of ICS management in the HR sector? What are the background, problem and purpose of our report? Why should anyone listen to us? What three-part structure will we use to organize the report? Which part do you want to work on? TC 520 Class Notes 2/1—Haselkorn Winter 2005

  4. Upcoming Assignments • For 2/8, 2/15 & 2/22 • Prepare for in-class team activity of the following week and propose activity for the next week • 2/15 present progress reports and incorporate feedback • 3/1 • A day to pull it all together, go over presentations, and give time for final preparations • 3/8 • Presentations TC 520 Class Notes 2/1—Haselkorn Winter 2005

  5. BB Posting • Date: 01/31/2005, 2:30 PM Author: ARIO JAFARZADEH Subject: Struggling With Major IT Projects • "This article discusses the poor track record of IT projects undertaken by the U.S. government, and says experts blame poor planning, rapid industry advances and the massive scope of some complex projects whose price tags can run into billions of dollars at U.S. agencies with tens of thousands of employees. 'There are very few success stories,' said Paul Brubaker, former deputy chief information officer (CIO) at the Pentagon. 'Failures are very common, and they've been common for a long time.'"http://it.slashdot.org/article.pl?sid=05/01/30/2320222Perhaps someone should get these guys a copy of Davenport?

  6. ICT Management • Standish Group estimated that in 1995, American companies and government agencies spent: • $81 billion for canceled software projects (31%). • $59 billion for software projects that were completed, but exceeded their original estimates (53% of projects cost 189% of their original estimates) • Doesn’t include lost opportunity costs http://www.scaruffi.com/politics/gnp.html Haselkorn 2001

  7. Some Examples • Seattle • Augusta • DOD What are the common themes?

  8. Is management of ICS in HROs any worse than these examples? YES! It’s harder and there are even greater challenges. No wonder there is so much room for improvement.

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