In the corporate world of projects, dramatic figures are published everywhere worlwidede. According to The Standish Group, 19% of IT corporate projets are abandoned before completion and more than 50% fail to respect at least one vital constraints (time, budget, quality expected). Such projects are called « challenging projects ».

Numerous researchers all agree that the basic management of a project can be defined on three components including time, cost, and quality. These components are composed of numerous sub-categories Daylight [1], l’ENSIIE [2]et l’IAE Lille [3] [Daylight 2011] reveal in the conclusions of their study simultaneously launched in 2010 on the state of French projects involving strong organisational elements and SI. The results published in 2011 show a set of explanatory variables directly linked to the success of a project. They concern five sectors:

  • organisation (integration, contents, émergence/alignement, structures, roles, activation)
  • steering group (deadlines, risks, quality, communication, coordination)
  • frame (frame, adaptation, information system information project)
  • resources (costs, human resources, supplies)
  • knowledge (capitalisation, sharing, SI comptences, competences outside SI).

These are numerous perspectives to improve risk software in projects…

[1] Daylight is a consulting company in organisational engineering
[2] L’Ecole Nationale Supérieure d’Informatique pour l’Industrie et l’Entreprise
[3] L’IAE Lille is the major management research and training hub for the north west region of France