‘If you can’t explain it simply, you don’t understand it well enough’ – Albert Einstein
In an world continually striving for ‘expeditious delivery’, an interesting topic of conversation is how other professional consultants articulate the value of their services, especially in the fields of Business Analysis, and the correct level of Project Management & Governance. The terminology and references often espoused tend to alienate stakeholders, or disengage them to the point the value is often lost.
Only a certain echelon of business leaders acknowledge, understand and appreciate the need for a structured approach to business change. I’m a firm believer in ‘Goldilocks Governance’ and the avoidance of ‘analysis paralysis’ (insert more management buzzwords here please) being important parts of getting this right. A scalable alternative to the stringent ‘best practice’, to suit the needs and maturity level of the organisation should always be at the top of your list as a consultant. Wary of both the value you bring to the table, and the financial and time restrictions a client often has imposed on them.
Moreover, the commitment to deliver an outcome and realise those business benefits, as opposed to simply deliver an artefact should be of paramount importance. We have a responsibility to own and be accountable for all activities that will enable our clients to realise those business benefits they set out to achieve. A deliverable shouldn’t be viewed in isolation, it should be contextualised within the wider scheme of the project, so all parties understand its value and dependencies on what is to be achieved.
The majority of businesses tend to be more reactive and adopt diligence, and recognise the need for analysis and methodology when things go wrong. Primarily seduced by promises of faster delivery, reduced effort and lower costs. These savings usually prove to be a false economy when project recovery and retrospective analysis are required if/when things do go astray. So it’s important we tailor that diligence, that governance and the approach to fit the client’s level of comfort, via effective collaboration, communication and the appropriate tools to provide insight into the delivery process.
The need for a tailored and agile methodology that provides adequate analysis and traceability; and the governance, communication and management throughout the delivery cycle are the conversations we attempt… but how successful are you? How capable are you of articulating the message? How adept are you at delivering to this ethos?
By Paul Carrigher – 2014