Think Program, not Project

Technology initiatives are too often treated as projects; tactical, short-term, myopic. While from a development perspective, Agile allows for continuous innovation, businesses are not quite sure how to absorb...continuous innovation. Most, if not all, technology projects are really part of some sort of business transformation program. Businesses take an odd approach when they look at making themselves better. Taking CRM as an example; demo first, the justification is second and then the request for bells and whistles. Unfortunately, the business value discussion happens last, if at all. The discussion of what CRM 'needs to do' should happen first, prior to the 'what CRM do I need to buy'.

The Hard Part

Technology vendors are driving the discussion and define value based upon features and functions. Many (not all) analysts drive this discussion towards features and functions, as well. If value is defined by features and functions the concept of jobs-to-be-done is lost and help the user to get their job done is also lost. Getting jobs done should be the primary focus of the program; 'How are are we going to do things better?' Users (of any technology) often understand the reason they are being asked to use it, sometimes they understand how it impacts other part of the organization, but they rarely understand the program vision. Continuous innovation requires continuous communication and collaboration horizontally and vertically.

Driving Value

All technology programs are business transformation initiatives disguised as a implementations projects; change is happening - period. This is especially true for CRM projects. If CRM is treated as a program; strategy, governance, business value, and the business takes a holistic view of the value derived that can (and should be) generated by the program, then it (business, program, transformation) will succeed. The program definition should define and measure success by mapping the vision of organization all the way through to the system capability that can effectively drive the value.

What Questions need to be asked, each and every day?

• How is Success Going to be Defined?
• Who is the Executive Sponsor, what do they gain from this Program?
• How will individual users jobs, roles and days change because of this program?
• Is communications clear, from the executives to the front line?

There are many many more questions that can be asked