Most technology projects die before they even start, and the cause rarely has anything to do with faulty code or bad software. The real killer? People, processes, and poor planning. That’s what Teresa Meares discovered after years of watching promising tech initiatives crash and burn. Through her work at TM Consulting and current position with Cass Information Systems, she’s been in the trenches with organizations trying to modernize their operations, and she’s noticed a pattern. The same issues keep popping up, derailing projects before they have a chance to succeed.
Here’s what she’s learned about keeping technology projects on track:
Identifying the Real Problem
Money gets thrown at new technology all the time, but Teresa sees the same mistakes trip up project after project. “The common denominator in developing technologies is the people that are involved,” she explains. It comes down to three groups: the leaders driving the project, the team supporting it, and the people actually making it happen on the ground.
Most tech projects start simple enough. Someone has an idea, spots a problem that needs fixing, or wants to improve how things work. But that’s where simple ends. “If you’ve been a stakeholder or a sponsor for a technology project then you understand the challenges that the team faces,” Teresa points out. The questions pile up fast: How are we paying for this? Will it make money? Does it even make sense to spend this much?
Understanding Where Things Go Wrong
Teresa’s seen the process enough times to map out where things usually go wrong. Before you even pick a tech partner or start building, you need solid answers about what you’re trying to do. But that’s just the start. “Then you need to define requirements, assign stakeholders and responsibilities, develop the Project based off of the requirement,” she explains. After that comes the real work: testing, adjusting, documenting, training, and finally going live – if you’re lucky.
But here’s where it gets messy. When you’re dealing with business processes that involve lots of manual steps, capturing every little decision point becomes a nightmare. The people making these calls usually have years of experience – they just know what works. But try turning that knowledge into something a computer can handle? That’s where projects start falling apart.
Breaking Through Resistance
Teresa’s seen another problem that nobody likes to talk about. Sometimes people hold onto processes they swear are crucial, even when they’re not. Why? “Those with institutional knowledge may be less proficient with the new technologies and they could resist the change fearing a reduction in their importance,” she explains. This is exactly why Teresa pushes for having someone neutral running the show during planning. You need someone who can look at things objectively, spot what’s really necessary, and suggest better ways of doing things – without getting caught up in office politics.
Laying the Groundwork for Success
Here’s what really gets under Teresa’s skin: watching good technology get blamed for bad planning. “I have witnessed remarkable Technologies branded as failures solely because the planning and execution processes were flawed, not the technology itself,” she says. Too often, companies jump into picking technology solutions before they really understand their own problems. But there’s hope. Teresa’s seen enough successes to know what works. “Through careful consideration of the problem or solution you’re trying to develop is the first critical step in any technology project,” she explains. It’s not rocket science – just careful planning, clear requirements, and picking the right partners.
The technology might be complex, but Teresa’s advice is straightforward: take time to understand what you’re really trying to fix. Break it down into pieces you can actually tackle. Get the right people involved. It’s not glamorous, but it works. Technology projects might still be challenging, but they don’t have to fail. Sometimes the simplest advice – like taking time to plan properly – makes all the difference. Teresa keeps pushing this message because she’s seen it work, one project at a time.
To learn more about Teresa Meares and her approach, check out her LinkedIn profile.
