Business owners and executives
have all heard or experienced horror stories of IT projects over-budget and behind schedule.
There is an old adage: A poorly-planned project takes three times as
long to complete as planned, but a well-planned project only takes twice as long.
While this is in jest, it illustrates the challenges of successfully leading a business
project, says Kevin Christ, a principal
with Avvantica Consulting LLC.
There are bountiful sources of advice
written for project managers, but little for
sponsors who are ultimately accountable
for results, says Christ. Smart Business
spoke with him about how sponsors can
lead their projects effectively.
What is an IT-enabled initiative?
The real objectives for an IT project
are to provide tangible business benefits
via new business processes, roles and
responsibilities. Technology is only an
enabler. These initiatives utilize call center applications, Web-enabled self-service, data warehouses and other technologies. Typical goals are increasing
efficiency, boosting sales, eliminating
costs and opening new channels — not
simply implementing software.
To guide such projects effectively, a
businessperson, not a technologist,
should lead. Executives ultimately responsible for such projects are known as
sponsors. These people often are new to
large, long-term IT-enabled projects and
must overcome many hurdles.
What challenges do sponsors face?
Sponsors are often frustrated by steep
learning curves, often beyond their area of
expertise. Sponsors must rely on the
expertise of others to be successful; it is
not possible for anyone to master all of the
essential disciplines. Sponsors can find it
difficult to determine when to immerse
themselves and when to rely on others.
Important competing priorities challenge sponsors. While having overall
accountability for the project, they continue in their real jobs — running the
business. They manage and lead operations, sales, accounting, human resources
or other functions.
Sponsors must guard against upward filters on project information. In many companies, sponsors are protected from issues
and concerns that could derail the effort,
rendering them unable to intervene. Too
often, they are only told what the team
believes the executives want to hear.
How can a sponsor overcome such challenges?
The project sponsor is most able to
keep the business objectives in the fore-front. A sponsor must ensure that a
‘business change initiative’ doesn’t
become ‘just an IT project.’ Be sure the
effort remains focused. Eliminate the
noise of creeping scope.
Do not compromise on the right project manager and resources for the job.
Assign your best people. Ensure the
project manager has a long history of
success on projects of similar size and
complexity.
Talk to peers both inside and outside the
company. Learn from sponsors who have
been successful and those who have not.
Reward the team. They are enlisted for
high-stress roles and tight deadlines.
Make projects desirable for your best
people.
Risk requires safety nets. Quality
assurance reviews and peer reviews
should be used throughout projects to
mitigate risk.
Hold IT leads accountable for process
and costs. Hold functional business leaders accountable for delivering benefits.
In the end, business management
restructures the workflow and organization around new systems.
Over-communicate. No matter how
much you try, there will be people who
do not accept or understand the coming
changes. You must be clear, unwavering,
and painfully redundant in delivering
key messages.
When planning, most people are optimists. Ensure that you have set aside
contingency dollars and hours and for
surprises that were not known up-front.
Be practical. Staff members cannot be
100 percent on a project that requires 50
hours per week and continue to do their
existing job. They must be freed from
current workloads, or plan a part-time
commitment to the project.
If you are in unfamiliar territory, retain
an adviser or confidante that can assist
you in understanding the disciplines and
process that you are leading.
How does a sponsor’s role benefit a business?
Projects without active business leadership are often doomed to failure.
Without an effective sponsor, the team
will be slowed by scope creep, unmade
decisions and various inevitable roadblocks. Sponsors can keep key staff
from being diverted to other priorities
that inevitably arise. While the IT staff is
trained to do things right, only the sponsor can ensure that they are doing the
right things, thus keeping the project
true to the vision.
KEVIN CHRIST is a principal with Avvantica Consulting LLC.
Reach him at [email protected].