Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
We've been involved in a number of projects where the business case has been put together with no IT involvement and as a result, significant IT costs have been forgotten. By the time we have been made aware of it, IT has had to act reactively and in some cases the business case isn't so good once you've added in the bits that were left out.
How do you make sure that your business colleagues engage with IT project teams/PMOs to make sure that all costs are included properly? Saving Changes...
Sort By:
Bernard GorePortfolio, Programme & Project Professional| NZ PoliceWellington, New Zealand
Firstly, I'd say cost is only one part of this issue - if the business aren't involving IT early enough there are more problems than just missing budget, such as technical feasibility of the project.
There is no easy answer to this issue, because while it may be familiar to many, there is more than one reason for this situation and therefore needs a solution that fits the specifics.
In some cases, it is simply that IT are seen as a supplier, who will just deliver whatever they are told to, and therefore no more considered than any other supplier at an early stage.
In other cases IT may have a poor reputation - too often they are seen as barriers because they ask difficult questions and put up (from their viewpoint) reasonable blocks to what the business wants to do, so the business actually decides (consciously or unconsciously) to cut them out of such discussions and only present a fait accompli.
Many solutions are possible. My preference would generally be around raising IT's profile and demonstrating how positive they can be - find ways in which they can deliver more, for less cost, and build a reputation that if you are involved early you'll lead the drive to do things, not be perceived as the ones who slow it down and complicate it. Perception is everything!
Make friends at the top. Many people object to the idea of treating those at the top as special and VIPs, there is a common view that this is somehow unethical, and in things like IT support they should be the same as everyone else. I disagree - you should have a "VIP" list of those at the top AND their close associates (especially their PAs) who get truly exceptional treatment and are lead to consider IT as wonderfully helpful. They can then be allies who, when someone mentions a project to them, will be the first to ask "Have you spoken to IT about this, and if not, then do so".
Learn about your finance systems and processes. It is amazing how it can focus someone elsewhere in the business when they get a "cross charge" or similar for work they initiated without considering the cost to others. Often they think that such costs will just be absorbed somewhere else, and having this come home to roost on their desk can make them more cautious in future. Finance will often be on your side, as they are frequently treated the same as IT in being excluded from business discussions where they should have a seat. Saving Changes...
Robert HoffmannBusiness Systems Analyst| Idaho Power CompanyEmmett, Id, United States
Two things can help:
Ensure that every business case has an IT Sponsor who must sign off. Without the IT and Business sponsor signatures the business case does not move forward.
Include a listing of business and IT subject matter experts who were consulted during the development and review of the business case. The IT and Business Sponsor will have a clear picture of who was involved and can follow up with those individuals if they like.
Cost estimating is difficult at best, but by having the right 'eyes' involved you have a better chance of getting close to a good cost estimate.
A company I worked for followed these two tips and improved their business case development. It does require support from the top down as the decision makers will be the ones enforcing the review/sign-offs and must be on-board with stopping a business case that lacks appropriate signatures.
Note: the IT signoff was keyed to project size (cost) and large projects required CIO sign-off (and often an IT review meeting). This adds to the time needed to get through a business case, but improves the outcomes by assuring the correct roles are involved. Saving Changes...
