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Execution - Keep Your Eyes on the Prize
I earlier reported that in "Conquering Organization Change" Mourier and Smith reported that “About 70 to 75 percent of major organizational change efforts fail to meet the expectations of key stakeholders”. At the same time many IT groups take pride in overcoming user resistance, budget and resource constraints etc. to successfully implement a new application or package.
Why this apparent dichotomy? I believe it is because we may be using different "measuring sticks" to define success. The key stakeholders simply want the benefits outlined in the project approval request. They are interested in seeing increased revenue or lower costs or reduced inventory or higher productivity etc. In IT we can easily get so focused on the technical details of the project that the implementation becomes the objective rather than the means to the objective.
Some clues that you may be defining success as implementation of the software rather than the achievement of the project objectives the key stakeholders are looking for:
- The project plan basically ends with software "go-live"
- The only involvement shown on the project plan for non-IT people is for requirements definitions and user testing and training
- The project plan doesn't include a communications / marketing strategy
- The project plan doesn't include the develop of metrics for key stakeholder objectives and the plan and reports don't include reporting on these metrics
- The project plan doesn't include any required actions by those outside of IT for process and organizational changes
We have to keep our eyes on the prize. The prize is to achieve the business objectives. The software is just a means to accomplishing this. Very often we'll find the "go-live" date is just the mid-point of the project, not the end point.
Your thoughts?
Posted by Mike on
November 8, 2006 in
Execution
, Process
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I think the key in any business, whether selling to external customers, or implementing IT projects for internal customers, is the same - the customer and what he or she values. Anything that does not add value as defined by the customer is a waste of resources. As much as is possible, these non-value-adding activities need to be eliminated. Keeping "eyes on the prize," as you say, is the way to make this happen.
Posted by: Kent Blumberg | Kent Blumberg | Nov 10, 2006 2:40:17 PM
Great list of what to avoid in deploying IT projects to users, I'd love to see your list of "must do's."
One other thing that can cause issues like this is that the rewards organizations give don't line up with their vision. If you are rewarding for getting projects implemented quickly, thats the result you are going to get, not meeting the expectations of the stakeholders.
Posted by: Allen Holman | Allen Holman | Nov 19, 2006 7:02:23 PM
Allen great comment on the "must do's". It is always better to concentrate on what you should be doing rather than what you shouldn't be doing. Some that come to mind:
1. Structure the rewards system on achieving the objectives rather than just technical milestones.
2.The business unit not IT is the one responsible for getting the project approved and funded.
3. The CEO looks to the business unit leaders rather than IT for project status.
4. All changes and/or enhancements are checked against the question - How does this help achieve or support the business objective of . . .?
5. Constant communication and reminders about what you are trying to achieve. Keep the objective in the minds of everyone by refreshing it frequently.
In regard to items 2 and 3 above, IT can and should have a major supporting role but having the business unit truly engaged in this manner greatly improves the chances you'll achieve the business objectives.
You are absolutely correct about the importance of the reward structure. That is one of the most important items in determining behavior. The reward structure shouldn't be just money. It should include things like praise, recognition, and advancement.
Posted by: Michael Schaffner | Michael Schaffner | Nov 20, 2006 11:43:07 AM