#5 In the end, it all boils down to having the right people onboard.
Any large change project is started as soon as key stakeholders and the board of directors have been convinced that initiating some big change is a really, really smart investment. The business owners foresee some utopian future – Minority Report Style – in 5 years time. Your young, hip CDO bought into your nifty slides…
#4 Introduce proper scope and benefit governance before you start burning hours and money
Having been convinced to lead a large change program, you will quickly find that the devil tends to reside in the details… You suddenly find your self moving from a program scope that fits on 3 PowerPoint slides to 20 people addressing detailed design, coding and testing with thousands of Jira tasks popping up all…
#3 Migration strategy and high level migration plan must be a part of your overall plan.
Most large business and/or IT transformations require a migration of customer or user data from the old to the new systems, and a plan for how to replace old systems with new ones – both from a user, process and technology perspective. Now, the term «migration strategy» in the heading is – at best -…
#2 Plan for downscoping/rescoping. It will happen. Really. It will.
The majority of large change programs or projects will reach a cost and/or time overrun down the line. All seasoned project owners and managers know this and plan for it. They will add some slack in the timeline, there will be dedicate buffer in the budget etc. If you are one of those who run…
The Pragmatist’s top 5 rules on large projects – including rule #1
A vast majority of old school enterprise guys and gals like me probably have a hidden shrine somewhere in our basements in honor of Kotter. His 8-steps process for leading change has been one of the most influential self-help books for enterprise architects, IT strategist and CIOs struggling to find a way to explain to…
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The Good, the Bad and the Pragmatist 