The success of an IT transformation project can be assessed based on the ratio of gains achieved versus costs involved.
Three variables, that project management must control have a direct action on this ratio:
- Implementation costs, change management, technical acquisition, are influenced by three factors:
- Speed for solution delivery: the longer the project, the costlier it is, the more its initial objectives are diverging, the better its potential opponents can get organized;
- Specific developments: their numbers and complexity will directly drive the realization and the future maintenance costs (particularly system upgrades);
- "Flashback": what has not been planned at the beginning is very expensive to achieve later.
- Rate of use of the solution:
This rate depends essentially on the control of business and organization impacts generated by the implementation of the solution. The major objectives of change management are therefore to:
- Determine the causes of malfunctioning which could reduce expected gains, and even sometimes cancel these;
- Optimize the pair competences/new process;
- Ensure that new behaviors are rooted in the professional practices.
- Level of reshaping and harmonization of the processes. The solution must facilitate in-depth transformations which may generate substantial gains. These gains achievement depend on two factors:
- Maximizing the transformation potential offered by the tool: harmonization of processes, reduction in delivery times, cost reductions, reorganization;
- Balancing the investment dedicated to the solution and transformations: in order to achieve gains, the lever (solution) must be optimized and the lever effect maximized (transformations).
Our Methodology: Restructuring the Information System