I used to write a column for CW - called Inside Track. So...?
For one week only I am revisiting a selection of the challenges - if you think it is still a problem, some ideas to stop history repeating itself. If you don't, go enjoy enjoy...
1st published in CW on 10th June 1999 - this is verbatim and I stand by the guidance today. By the way, that was the day on which this vital thing also took place...
So What?
We all know, but rarely admit, that most IT projects, packages and Software fails to deliver real business benefits.
IT departments are having to constantly justify their presence as a business asset. Projects that are late, over budget or fail to meet their aims do not help with this justification.
All business applications, packages and Software consist of:
Features
Advantages
Benefits
Features are those parts of a system that are never used. Perhaps the needs changed during the project, or additional specifications were added. Features are present in all systems; the problem comes when they dominate. For example, what percentages of PowerPoint or Freelance do most people use in every day work? Probably 20% at most. They do not need to use more, and do not have the time.
And so it is with many in-house systems. A relatively simple business need becomes a complex application, full of functionality that seemed a good idea at the time, but adds nothing to the organisation’s aims. Indeed, programs are often added later in a project, specifically to bypass code already written. Features add nothing to the bottom line, delay development, and cost more money.
Next time you develop a system, make sure you spot the features, and leave them out.
Advantages are the parts of packages and programmed developments that make life easier, are nice to have or used by very few, but cost far more to develop than their results can justify. Advantages are often justified as “non-tangible.” This is a cop-out, if it can’t be measured, don’t include it. On a pure cost v benefit basis, advantages add no bottom line gain to a company. Advantages are better than features, but not by much.
Corporate IT in business must focus on the delivery of tangible, measurable, and repeatable benefits. Benefits provide competitive and corporate advantage. They lie at the heart of successful projects.
All projects must be justified on the basis of the benefits they deliver. Forget the never used, or nice to have, we do not have time, resource and energy to waste. Be absolutely ruthless with all proposed projects, and in all reviews you carry out.
Benefits come from on time, or early delivery, so go live with something sooner rather than waiting for the complete picture later. They are measured against initial investment, so focus your spend on the core functionality your company needs.
Most of all, they come from staying ahead of the competition, and to do this every single IT project must put you ahead of your competition. Forget features, be aware of the cost of advantages, and deliver benefits.
Tomorrow : Perception
The Art of War - 2
Longstreet was Lee’s most trusted soldier, his right arm. His defensive theories were years ahead of their time. He believed in focusing on the mission, and only on the mission. If fighting could be avoided, all the better. If Longstreet had been listened to at the decisive Battle of Gettysberg, America would now be two countries.
We can learn a great deal about crisis-management from General Longstreet
• Focus on the outcome, on what you want to achieve – not on what you don’t want to achieve. Be absolutely clear on this
• Within that, focus on the important issues, those that take you closer to your desired end-game, put aside the trivial, ignore the unimportant
• Deploy people according to their strengths – be aware of your project team’s natural talents, and use these to the maximum if things go wrong
Tomorrow - the single most powerful speech ever delivered in a war - many historians believe it won it for the North, and it is not the Gettysberg address...