The most common way a large IT investment fails is that the new system is added to the organisation rather than substituted into it. Nothing stops. The workload goes up, and the business case quietly stops being true.
One question tests for it.
Which report is no longer produced. Which reconciliation is no longer performed. Which spreadsheet is no longer maintained. Which system is switched off. Which meeting no longer needs to happen.
If nothing can be named, you have your answer, whatever the adoption dashboard says.
This works before go-live as well. Write the list of what will stop, with an owner and a date for each entry, before anybody configures anything. An empty list is worth discovering while the money can still be spent differently.
Ask the operational managers, not the project.
The stop list is one of the instruments in Built to Be Used.
#BenefitsRealisation #ProcessImprovement #ITimplementation
The most common way a large IT investment fails is that the new system is added to the organisation rather than substituted into it. Nothing stops. The workload goes up, and the business case quietly stops being true.
One question tests for it.
Which report is no longer produced. Which reconciliation is no longer performed. Which spreadsheet is no longer maintained. Which system is switched off. Which meeting no longer needs to happen.
If nothing can be named, you have your answer, whatever the adoption dashboard says.
This works before go-live as well. Write the list of what will stop, with an owner and a date for each entry, before anybody configures anything. An empty list is worth discovering while the money can still be spent differently.
Ask the operational managers, not the project.
The stop list is one of the instruments in Built to Be Used.
#BenefitsRealisation #ProcessImprovement #ITimplementation
This article accompanies the book Built to Be Used.