Thought Leadership on Business Strategy & Technology Value presented by Paragon Solutions.
While laying the groundwork for a business process redesign, potential pitfalls must be identified and addressed beginning as early in the process as possible. Whether creating the current state assessment, or engaged in planning and road mapping activities, reasons for failure should be identified, documented, and managed as early in the project as possible.
Lack of Executive Support
Because the project will at times lose steam, new initiatives will take priority, resources may change roles or leave, or the effort may be turn out greater than initially envisioned a management ‘Champion’ is an absolute requirement. Executive level support must not be fleeting; managements drive through the duration of the project will motivate the team and ensure the project retains the momentum required for success.
Beyond the obvious pitfalls of scope creep, delivery delays and cost overages; poor project management can sink a project for a myriad of unforeseen reasons. To ensure project management isn’t a reason for failure, the management must be selected based on skills, experience, familiarity with approach or methodology, and proven ability, not purely availability or eagerness.
Lack of Employee Support
When key players and their management cannot adapt to a new way of doing business, or refuse to accept and embrace the change, the redesign is doomed for failure. The current state organizational analysis helps quantify and identify the ‘People’ who will make the initiative successful, and the change management plan should leverage those people to help champion the project.