By Tim Reed, Big4.com Guest Blogger
We all know the saying “change is never easy,” and have probably heard this when embarking on a new initiative or program. You may be calling the team to action or working to roll out a new program that will face significant challenges. In order to prepare for the change and take control of the situation, think about these key areas and what you can do:
Governance – The governance model needs to cover both IT and the business. Instead of defining a governance model and rolling it out to your business partners, why not engage your partners in a quick worksession or interview exercise to define what each party wants to see as a part of governance. For example, a common, combined taxonomy for measurement across both IT and the business can go a long way in running an effective governance model that drives value from the IT organization to the business. There are at least 6 core areas to consider as part of Governance and Program Management.
Value – Understanding the contribution of each partner in the delivery model is critical. Bringing together the combined team to define the value proposition and the desired outcomes will clarify objectives and help when faced with new demands and the need to re-prioritize projects, activities and other initiatives. A clear definition of value that can be periodically revisited when demand changes can be an effective tool to minimize the noise and keep the team on track.
Measurement – In order to prepare for the change, one of the most challenging aspects is how to measure success? What does successful completion of the initiative look like? Take a first step and forecast what you think the measurements should be. Then take the next step to determine if you can actually deliver the measurement, by collecting the data and then presenting it in a simple and concise manner. You may have a formula and a specification for a great measurement but gathering the data, analyzing the data, or explaining the measure may be more difficult or costly than the ultimate value of the measure. Strive for simplicity, look for measures that are not only practical, and look for fewer measures, not more.
Accountability – Understanding what each group brings to the table is critical and a great team exercise. A quick roundtable to get the opinion as to the role of each team member will probably demonstrate that accountability is not clear. Take the time before you begin the initiative to clearly identify accountability. Walking through a few examples and sample change scenarios up front will go a long way and help to eliminate confusion.
Tim Reed, CEO at ReedITC worked at E&Y , focusing on Global Fortune 50 Firms. ReedITC is a strategic IT & Operations consulting firm focused on Cost (Ability to operate efficiently at scale ), Growth (Ability to drive top line growth) and Compliance (Ability to provide services securely). For more information, please visit www.reeditc.com or contact firstname.lastname@example.org