In the rollout of major project implementations, you will come across individuals/teams/business units with diverse agendas. In High Technology organisations, a change say, in ERP system, it is common to see, multiple views of the change. One of the best practices in project rollout consists of creating alignment between viewpoints. The degree to which each multiple stakeholders are able to appreciate each others’ point of view makes the difference. This article examines the multiple viewpoints that exists in project rollout.
The Project Team.
This team often is the middle management of the sponsor’s business unit. They have a very clear understanding of the reasons for the change, what are the key drivers, the key outcomes needed in its most granular form. The project team has a strong appreciation for both the business and technical requirements. They have strong voice and a definite perspective on the key success factors. There are guided by specific business metrics that defined the business unit. Some of the most important metrics that drive the project team are: productivity, gross profit margin, cost efficiency, cost variance, schedule variance and earned value. Given that business units are often operating in silos, it is not uncommon that there is some healthy and unhealthy competition that prevents business units from leveraging each other and creating synergies.
The IT Organisation
This group has been plagued with the challenge of constantly demands of being asked to do more and more with less and less funding. They are tasked with being on top of emerging technologies and at the same time manage the day-to-day requirements of the business. They must address everything from cyber-security to password resets, to storage capacity. They must be in the know of the overall requirements of the business. They need to manage the number of vendors, compliance to licensing, support and services, right alongside with legacy systems and emerging technologies. The IT organisation is guided with metrics relating to performance, availability, scalability, reliability. mean time to resolution, and cost per ticket.
The Sponsor, the Leadership
The leadership manages the opportunities and threats of external market environment whether they are coming from competitors, customers, innovators and employees. They must constantly balance the demands of the complex environment along with dynamic external environment. They are addressing the technology issues internally and externally as well as business issues internally and externally. The metrics that drive the leadership are revenue, profitability, cost savings, employee engagement, and net promotor’s score to be able to deliver on shareholders’ equity and ROI.
It’s important to create alignment between individual and team needs, project and operational needs. Navigating effectively through the different agendas, mindsets, approaches, focus areas is critical. Decision making during project rollout can be challenging when there are different agendas, different perspectives, different metrics and different drivers. An appreciation of the drivers of each other’s perspectives makes a difference. A true leader does not ‘force’ the project team or the IT team. He/She inspires, leads, empathises, communicates and brings alignment to the project. Generating spirit of collaboration by identifying the benefits, identifying key success factors, determining the KPIs that all can agree on and agreeing on the ways that value is realised before project rollout.