If your J2EE project does not have a clearly defined, flexible, formal process for managing any form of change to its underlying requirements, changes will wreak havoc on the deadline and the overall budget of the project. Unless you set the expectation for each change request, you can be sure that both the project delivery date and costs will be exceeded.
Typically, sponsors, managers, and marketing groups involved in championing a J2EE project will want to please as many end users as possible. They will immediately say "yes" to end users, without considering whether their decision can have an adverse effect on the successful delivery of the J2EE solution.
When technology or business needs evolve beyond your project's scope, you should seriously re-think the objective of the project. For example, the U. If the project has maintained scope, is on time, and is within budget, there is a high confidence level the project will be a success. Otherwise, the project will be marked as not successful and immediately cancelled for re-evaluation. Only once the kinks have been worked out, will the project be reconsidered for a fresh restart.
When project managers are assigned to a project where they are not familiar with the technical terrain or complexity of the solution, they may try to apply a cookie-cutter approach to manage the project without requesting advice. The project may then swing into a mode where there is not enough project planning and articulated decisions, causing. It can also swing into the mode where every aspect of the project is micro-managed, causing progress to become very staggered and frustrating.
Since the project manager may not be qualified to manage the project, the project manager will possibly make an effort to learn on the job. The delegation of project management-type duties, such as leaving resource allocations and budgeting to technical staff, could be an early detection of a lazy, overwhelmed, or unqualified project manager.
Technical accountability has become a major concern in most organizations. Recently there have been signs that IT management will get involved in J2EE projects, but if they do not understand the technology, they will not be able to support the project. Instead, they will opt to step aside and watch. It is the responsibility of IT management to institute standards and best practices throughout the organization.
However, none will be created or sponsored if the IT management adopts a "watch and see" attitude. Hence, large organizations will not learn from their J2EE project failures or successes; no guidance will be provided to J2EE projects. The technical decisions and success of a J2EE project in this scenario depends heavily on the skills of the technical regiment in the project.
Too many J2EE projects are initiated without a skills analysis of the technical team. All J2EE projects require people who are at least well versed with the Object Modeling and Object-Oriented programming techniques, but sometimes that requirement is not met. This can lead to severe impacts at each level of the project team; for example.
Project leaders may have no experience with developing object-oriented solutions, and therefore have no comprehension of the processes that need to occur to even deliver a J2EE solution. They typically learn on the job after struggling in a round-robin style.
Business analysts capture the project requirements using the traditional methods of data and process modeling, hoping that everything will come together to form an object at some point in the project. Technical architects try to develop high-level views of the desired J2EE solution, leaving many technical voids to be filled in later as they learn the technology.
Ideally, it is important to have people who are Java and J2EE literate on the project. However, if the project members do not have the direct skill, they can gain it very easily through training if they possess a firm understanding of object-oriented concepts.
You can also augment your project team with experienced consultants to gain a kick-start to the technical efforts. As projects become more complex and warrant quick time-to-market solutions, a new breed of developer will need to emerge who will posses the following skills:.
While you are immersed in a project, it can be sometimes quite difficult to see or feel that your project is headed for failure. You will probably know the reason for your project's failure or termination when it is too late, at which time it will seem obvious.
However, there are some signs you can look for that will provide a gauge as to how well the project is performing. If you do notice them, you can quickly address them and prevent any potential problems from settling in too long to make themselves at home. Regardless of the duration of a J2EE project, there has to be a metric to measure the progress of the project. This comes in the form of a set of agreed-upon milestones. If the milestones are not met in a consistent manner, this does not build a high confidence level that the project delivery date or budget will be met.
Communication builds synergy and aligns the team members to converse on the same frequency. In addition, it synchronizes everyone's knowledge on the state and flow of the project. However, there may be times when a team member, for whatever reason, becomes discordant with the project.
This is the true test of how well the communication mechanism has been implemented within a project. If the project member cannot find a natural or straightforward way to realign the project, a gap is created between the project team's forward momentum and the static state of that team member. Such a gap can be easily detected when.
If a decision must be made which requires a meeting and a consensus among several people, you have a bottleneck in the decision-making process within your project. This approach is typically taken when people want to feel involved or in control within a project.
They may not necessarily have the skills to articulate an educated decision, but just being part of the decision process is a comfortable feeling and provides recognition of their involvement. There is a lack of team spirit, and one or more people want to ensure they are individually credited for their efforts. Within the context of a software project, decisions should be made by people who are actively, and not passively, involved in the outcome of the decision.
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Will outsourcing work for you? Know in 24 hours! Helena St. Kitts and Nevis St. Lucia St. Miscalculated Time and Budget Frames Clients are always eager to have their projects rolled-out on time and even before the stipulated time at throw away prices. Was it Needed At All? Lack of Communication Another key aspect is the failure to set up effective communication channels and participative environment.
No End-user Involvement If the user's point of view is not taken into consideration while developing the IT project you are definitely calling in for trouble. Unfocused Executive Sponsors Inactive leadership through non-effective executive sponsors is why IT projects fail. When I ask myself what makes one project succeed and another fail, it is difficult to come up with the perfect answer, as success proves difficult to define for all software projects.
J2EE projects are no exception. Instead, projects succeed or fail by varying degrees. In this article I aim to take the top 10 dangers that affect the success of an enterprise Java project and showcase them for you, the reader. Some of these dangers simply slow down the project, some are false trails, and still others can outright ruin any chance of success.
However, all are avoidable with good preparation, knowledge about the journey ahead, and local guides who know the terrain. As noted above, we'll examine each danger in the context of an enterprise Java project, along with its important phases.
The project phases cover:. Figure 1 illustrates the project phases most affected by the different causes and in particular the knock-on effects. You need to improve your knowledge of Java, especially its strengths and weaknesses. Java exists far beyond just the language. It's equally important to understand the platform JDK and tools. Concretely, you should become certified as a Java programmer if you aren't already -- you'll be amazed how much you didn't know.
Even better, do it as part of a group and push one another. It's also more fun this way. Further, set up a mailing list devoted to Java technology and keep it going! Every company I have worked with has these lists, most of which are on life-support due to inactivity. Learn from your peer developers -- they're your best resource. If you or other members of your team do not understand the programming language and the platform, how can you hope to build a successful enterprise Java application?
In contrast, poor or inexperienced programmers will construct poor-quality J2EE applications. Then read the 2. Concentrate on the parts of the specification that tell you, the application developer, what are legal actions in an EJB. Sections Don't look at the EJB world through your vendor's eyes. Make sure you know the difference between the specifications underpinning the EJB model and a particular take on them.
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