This third post in the “Who do SharePoint Projects Fail” series has been hard to write, not because I am struggling with ideas, but because I have too many! It is hard to put all the reasons why SharePoint projects go wrong into a coherent chain of logic.
In the first two posts in this series, we did a basic examination of wicked problem theory.
Part 1 introduced you to tequila slammers, as well as the pioneering work by Horst Rittel and the concept of wicked problems.
Part 2 also delved into the murky depths of academic history to demonstrate that even back in the seventies when ABBA stole the hearts and minds of teenyboppers around the world, at least some people had time to look at wicked problems in relation to building IT systems.
If you take away anything from part 1 and 2, it is this.
- Too many tequila slammers hurt
- Before you blame the product, the project manager, the stakeholders, the nerds, the methodology or anything else in vicinity, go back to the problem you are solving and determine its ‘wickedness’
Now we will finally look at this large, complex, scary beast known as SharePoint. I have no means to quantify how much of a percentage of project problems arise from issues related to “the product”, but it definitely happens. Unsurprisingly enough, it is easy to argue that some of the areas that I highlight below are people issues, but we still get to indulge in Microsoft bashing – and who doesn’t enjoy a bit of that eh?