"If you define the problem correctly, you almost have the solution." - Steve Jobs
When you want to talk about future plans with the decision makers in the business, how often do you get handed a broken laptop in return with the comment "fix that first?"
Does it feel like groundhog day where the same problems rear their ugly head time and again?
How is the reputation of IT? Despite your best efforts are you still seen to be delivering late and below quality?
What we have are symptoms of a deeper malaise. We need to understand what's of real value to our peers, ensure we're targeting the root causes of the failures and demonstrate our success.
"Keeping the lights on" and the "trains running on time" is a major challenge still today. There are many reason for it, but overcoming those obstacles will be a major source of credibility. What to do?
Get a Seat at the Decision Maker's Table
We believe the potential to steer a clear path and avoid the common obstacles lies within your team.
That path is "DAMAC" TM :
Define Benefit. What's in it for them? Whatever you do, there has to be payback for the recipient of the service, project or idea.
Align Outcomes to IT activities: Ensures that you answer the question "Are we doing the right activities?"
Measure Outcomes: The critical ingredient that tests whether we deliver value in concrete terms and hold ALL stakeholders to account.
Analyse Root Cause. Rather than attributing blame, let's focus on WHY there is a gap between what's measured and expected.
Continuous Improvement. Put in place interventions that stop the problem from occuring again.
"The extra information Jon added from his own experience was very useful and during the course we often referred to the situation in our own organisation."Anon
Benefits of applying the workshop techniques:
Clarity of Purpose...
- ...for the IT service and project team
- Start sifting between those activities that add value and those that don't
- Identify the contributions business peers make to the final outcome.
- Demonstrate how Information Technology contributes to the goals of the company.
- Challenge assumptions on why an activity ought to be done.
Return on Investment
- Make "Value" tangible and real for those impacted by IT or Digital.
- Create meaningful measures that help articulate success.
- Hold people to account for delivering the outcome (not the activity).
Slowly but surely, get the trains running on time by continuously targeting those failures that cause derailements to occur.
Value Management Outline
Analysis Of Root Cause
Align Business Outcomes to IT Activities
What you'll get:
What we bring:
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Building Credibility To Get A Seat At The Decision Maker's Table
Blog post on the rationale of our approachView
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