Introduction (con't)

Chapter III covers the current, number one success factor, "User Involvement." Here you will learn the right and wrong types of involvement and ways to make each work. Major inputs into this chapter include the User Involvement research note published in 1996, Ellen Hancock's talk at CHAOS University 1995, CHAOS: A Recipe for Success (1999) and a report on collaboration management updated in 2002. We also look at: Fidelity's Vantage 20/20 Project that was presented as a success story in 1995; the Sydney Opera House project; a case study on a project completed by Corcordia University; Extreme CHAOS (2001); and FocusIT 1996 and 1997.

Chapter IV details success factor number two - "Executive Management Support." In this chapter you will learn how to get, keep and use it. Major inputs into this chapter include an overview of executive support published in 1996, a summary of the Concorde Supersonic Aircraft Project which was published as a "Case Corner" article in 2000 and CHAOS: A Recipe for Success (1999). Other inputs include: results from FocusIT 2000; Extreme CHAOS (2001); the Houston Chronicle's Contact System case study presented at CHAOS University in 1997;and a case study on Chevron's e-business project. You will also find a summary of the presentation Marty Joyce, former COO of Blue Cross/Blue Shield of Massachusetts, gave at CHAOS University in 1997, as well as a look at general eBusiness items.

Chapter V focuses on the "Experienced Project Manager." Our research recognizes what defines a successful project manager and what key traits should be fostered. Major contributions include a 1996 CHAOS University talk by Doug Domin of the FBI, excerpts from CHAOS: A Recipe for Success (1999) and the Ownership research note published in 1997. In addition it includes excerpts from Mentor Stability with Robbins-Gioia (1999) and a presentation by David Bicknell, co-author of Crash, at CHAOS University in 1998. Case studies include Lloyd's mainframe migration project presented at CHAOS University in 1998, Peapod's grocery system and PacifiCorp's Project Discovery.

Chapter VI focuses on "Clear Business Objectives." This chapter defines what it means to have a clear vision and how to use objectives. Major inputs into the chapter include Clear Vision and Objectives published in 1997, a presentation by Tim Chou, President of Oracle.com at CHAOS University in 2000, and the Visiting Nurses mobile project presented at CHAOS University in 1997. Other inputs include: Ed Schaider's talk on the value of IT at CHAOS University 1997; an overview of Medaphis' Accounts Receivable project presented at CHAOS University in 1995; a look at how web communications increase getting clear objectives; and a look at Project PRWORA.

Chapter VII covers "Minimizing Scope." The Standish Group has stated that time is the enemy of all projects and scope equals time. Major inputs into this chapter include the Small Project Milestones research note published in 1997, First USA Bank's Internet Banking System project presented at CHAOS University in 2000 as well as a presentation by Bill Heil of Compaq Computer at CHAOS University in 1999. Also, part of this chapter is taken from the All Dogs Go to Heaven research note, updated in 2001, and includes an overview of IBM's 1996 Olympic project as well. Others include NY State's OPTICS Project and output from a workshop on acquiring critical vendors.

Chapter VIII covers "Agile Requirements Process." Here we discuss what the balance between "Paralysis through Analysis" is and what happens to a project if user requirements are not specified. Major inputs into this chapter include the research summary Clear Statement of Requirements published in 1996, Harvard's Non-Financial Database project presented at CHAOS University 1998 and Tobey Marzouk's Presentation at CHAOS University in 1997. Additional input includes Perils in Gas and Electricity (1998) and the FBI's fingerprint automation project and a look at legacy systems.

In Chapter IX, we look at standard software infrastructure, and provide its definition and explain why it is important and how to use it. Major inputs into this chapter include: Bill Janeway's 1999 CHAOS University talk; the research note Internet Goes Business Critical (1997); Sprint's Enterprise Middleware Architecture project presented at CHAOS University in 1999; and Harrah's Total Gold/WINET project presented at the 1998 CHAOS University. A new input for 2003 is IBM's Practitioner Support Network Project and Ellen Hancock's talk at CHAOS University 2002 titled "Sins of Omission".

"Formal Methodology" is the topic of Chapter X. Formal project methodology and its worth are always hot discussions around CHAOS University. In this chapter we explore the return on investment of project management financing. Major inputs into this chapter include the Project Management Office study of 2001, The IRS' Tax Systems Modernization project, Daikin America's ERP Project and the Proper Planning research note of 1996. Other inputs include the UPS' Automated Tracking project presented at CHAOS University in 2000 and John Gioia's talk at CHAOS University in 1999 as well as a look at the veracity of vendors from a workshop at CHAOS University 2002.

Chapter XI covers the importance of "Reliable Estimates." If the measurement for success is based on cost and time, then having accurate estimates is essential to improving success rates. In this chapter we explore ways to create reliable estimates. Major inputs into this chapter include CHAOS: A Recipe for Success (1999), Setting Realistic Expectations (1996), USL's Capital Mainframe Downsizing Project presented at CHAOS University in 1996, Boston's Big Dig project, and Integris' Regional Hospital Project. In addition, you will find the presentation given by Sanjiv Ahuja of Bellcore at CHAOS University in 1995, a work in 2001 titled "Is Scrooge Your Boss?" and a 2002 paper titled "Project Failure Tolerance".