Digital transformation success demands that many critical factors align so the people, process,
and technology dimensions work in harmony (and on time). Read below and learn how to
manage important digital transformation projects.
The Situation
A few weeks ago, one of our clients, a prestigious private university in the south, and I were
having a planning meeting for an extremely high stakes CRM-related program. This program will
include a major CRM implementation, while refining processes and roles to pursue higher levels
of constituent engagement and user productivity.
Like other similar meetings, during the planning meeting, we covered many topics. I won’t get
into all of those, but a few of these included these key topics such as:
- What is our definition of success for this program? What is “done” as it relates to the
project (note, in our next post, we’ll dive deeper into tips to help define “done”? - Are we merely replacing an aging system or trying to transform how we work and the
result we get? - To realize the benefits that we identified in the business case, what functional areas do
we see as the highest priority areas of the systems? As an example, how can we
improve the donor experience quickly, without waiting for 18 months and all of the new
functionality to be delivered? - When do we need to implement the system by and what dates do we need to keep in
mind when we create this plan? In other words, how can we effectively use milestones,
semester and summer term time windows to our advantage?
As we were talking and planning, it reminded me of an acronym we would use in supply chain to
ensure an order was complete. It has relevance in complex CRM and ERP implementations as
well. The term is OTIFNE (pronounced O-Tiffany) and means:
OT – Ontime
IF – In Full (or in this case, full scope)
NE – No Errors (or high quality).
So, let’s break this down a bit.
The Challenge
First, let’s talk about time, specifically deadlines. This is a funny concept with implementing technology, and I’ve seen this from seemingly all angles and now, we serve our clients as “client-focused” program managers. Some folks (ok, a LOT) want to lock in a date or a “not to exceed” cost, with little attention paid to the scope, or the quality (i.e., how much actual organizational transformation so one can realize the original business case) of the project or program.
What are the long-term effects of doing it this way (aside from cost)?
Imagine if you hired a contractor to build your family a house and your primary goals was having
a house that you can be in by the end of the year. Assuming that the timeframe was tight, and,
like many technology projects, the housebuilding labor market is also tight, then all of the
sudden, the amount of finished square footage of your house may be at risk as well.
Assuming we can add an adequate amount of definition to all of the dimensions mentioned
above, let’s add some clarity on why the deadline is critical. In many cases, our clients are
paying for the old system and the new system. For some large implementations, every
additional month of implementation may cost over $100,000, for a system this is not returning
any value since it is not live yet.
Equally important, let’s define why we need the functionality in the new system that we are
requiring. Let’s anchor that understanding with the same importance as the desired date.
MVP versus MNC
With respect to scope, many institutions strive for the notion of an MVP (minimum viable
product) so the implementation team has a clear picture of the functionality that is expected.
From my experience the MVP is never the minimal threshold; instead, it becomes the definition
of full scope. At TSI, we support the notion of MNC – Most Needed Capabilities. This differs
from MVP in that it focuses on the functionality that users will gain the most value from. In other words, what really drives the business case behind the new system investment, what will get the SMEs excited and make adoption of the new system a reality.
Anything less is simply inadequate and prevents us from moving off the old system and
definitely does not allow us to manifest the business case.
Project Hack
Having been around at least 50 major technology implementations, the #1 reason projects get
off track is due to the inability to make decisions on critical aspects of the project scope, its
approach, priority areas and deciding on the small (but important) aspects of the implementation.
If you/your project simply makes timely and informed decision, you have just increased the
programs chances for success a millionfold.
Key Takeaways
Focus on these three things and you will dramatically increase your chances of having a
successful project AND allow your project to be more transformative than simply a technology
change:
- Set your project up to make timely and informed decisions
- Resource your project properly and set your focus on transformation
- Define “success” in terms of your project’s most necessary capabilities (MNC). Then lock in your date and, without removing important aspects of the scope, or quality/focus on transformation, treat it like it is etched in stone.
By focusing on these principles, you can pave the way for a successful and transformative
project.
Do you have any examples where you have used MVP or something like MNC successfully? What are some ways that you have facilitated faster decision making? Do you have any real-life examples of successful CRM or other implementations that balanced deadlines, scope, and quality? If so, please share.
If you wish to discuss upcoming project needs, please give us a call at 847.705-0960 x202 or email tsi@transforming.com.
