10 REASONS WHY CHANGE PROGRAMMES DEPENDENT ON IT FAIL – REASONS 1 TO 3
There is a long history of change programmes dependent on IT failing. At the very least they usually carry a high level of risk! But you can avoid the pit-falls.
This series of posts is based loosely around the UK Government’s “Common Causes of Project Failure” (NAO/OGC) but the interpretation is mine.
Lack of a clear link between the programme and the organisation’s strategic goals
IT Implementations in particular can take a long time, meanwhile the world moves on and markets and technology can change. Sometimes, surprisingly, aims were not aligned in the first place and the programme carries on in its own sweet way until it founders on a corporate sand-bank – usually the board asking embarrassing questions.
The organisation may have invested a huge amount of resource reaching a place it doesn’t now want to be and/or with a technology that no longer fits.
Most people dislike writing or refreshing business cases because of the sheer hard work but they does pay dividends. Refresh your business case at regular intervals to make sure that the programme still makes business sense and will re-pay the investment – which at end of the day is what a business case is all about!
Have agreed measures of success
If you haven’t agreed what success looks like then how will you, much less anyone else including the boss, know when you have it! Make sure you have clear and agreed Critical Success Factors. Make sure everyone knows just what you are building in terms of capability and what business benefits will be delivered.
If you think you are delivering five benefits, and the Chief Executive thinks you are delivering ten, you have a problem! You will still have the problem even when you think you have done a fantastic job!
Lack of clear top/senior management ownership and leadership
You need clear commitment and support from those leading the organisation if you are to succeed. You will need resources, responsibility and authority to ensure the change is embedded and the business benefits are delivered.
People are more likely to engage if they are getting a clear message from those they regard as leaders that the change has to be made. You may need need decisions from senior management quickly and decisively. You will get none of these things if they are not on board with what you are doing and prepared to give it their own leadership through you.
Six more reasons