Management Principles

Programme Management is not just about systems implementation, but also needs to enable the business to transform from its current state to a new, more effective, efficient operational service; or, in the case of a start-up operation, to build the operational capabilities needed.

For such a "Business Transformation" project, it is important to ensure certain principles are followed:

1. The best IT system in the world will not be successful unless the business can make effective use of it from day one. A key part of systems implementation is therefore process creation or transitioning from current practices.
2. You cannot expect to use the same resources to keep the current business going and simultaneously implement new business processes. Furthermore, these two tasks may require differing skills and management styles. Nevertheless it is essential to involve existing staff if the new ways of working are to succeed, and the cutover is to be as seamless as possible. Both needs must be accomplished.
3. Migration and cutover can be a high risk stage. This will require careful strategic planning with all areas of the business from the earliest stages of the programme.
4. Any significant business change affects many areas of the business. For example, a new billing or CRM system has impacts across virtually the whole business, not just in Customer Services. Therefore unless all business functions and operational managers are fully engaged, the full benefits will not be realised.
5. A programme lasting several months cannot avoid the impacts of business change. How change will be assessed and accommodated must be planned in detail from the outset.
6. Implement big change in small chunks where possible. 'Big bang' changes are high risk and often disappoint in terms of return on investment and customer satisfaction. Where a start-up is involved, it may be appropriate to start with base functionality and lower scale investment with room for growth; often the early weeks of operation highlight business changes that require system alignment, so it is important to retain maximum flexibility wherever possible.
7. When 'quick win' implementations are made which are not scaleable, efficient and industrial strength, always carry through the subsequent phases which 'do it properly'. There is a temptation to avoid further spend which is perceived as not altogether necessary, but experience shows time and again that short term Capex savings on such activities are paid for with longer term Opex inefficiencies, and with subsequent changes being more onerous and costly.
8. Quality is a matter of context: good quality means 'fit for purpose'. Don't buy a Rolls Royce if a family hatchback will do equally well; but on the other hand make sure that the family hatchback is in top condition.

You need a Programme Manager with solid interim operations and transformation experience - especially for business start-up situations