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We help businesses to realise the benefits of their IT investments through objective decision making within the portfolio of change initiatives and efficient and cost-effective project execution.

Initiating the Change

Deciding which projects or change initiatives to execute and when to execute them is a complex decision process.  We can help your organisation regardless of size of company or scope of work make more objective decisions to drive the value in your organisation.  Our framework Cogience.IDEA can help you in this process.

The reality of many change initiatives

Projects and change programs fail or fail to deliver their benefits for many reasons and many due to poor project definition and initiation:

  • they are too ambitious or wide or unclear in scope
  • insufficiently focussed on the benefits to be realistically delivered
  • unclearly communicated as to the the objectives and benefits to be delivered
  • executed inline with too many other business (and IT) changes
  • insufficient skilled resources exist to deliver (we rely on the same key individuals all the time)
  • not aligned to the true business objectives: operational or strategic plans
  • and many others ..

How can Cogience.Technology help?

The key to making objective decisions is having clear and consistent information about the proposed initiative(s) and if this is part of a portfolio of change, then this enables the assesment of the relative benefits and value.

Consistent and Concise Project Definition and Scoping

As an external consulting organisation, we partner with the internal teams, vendors and other third parties to clearly and concisely define the change and benefit to the company.  If and where required we provide coaching to the sponsoring change team and project leads to represent their request to the decision forums in a compelling manner.

Business Activities

  • Scope the high-level change including critical needs – regulatory, compliance, legal, competitive advantage, …
  • Identify the key requirements or user stories to describe the change
  • Assess the strategic and operational alignment of the initiative,
  • Define a set of benefits that can be realised in a contained timeline,
  • Develop the change story for presentation to the decision-making forums

     

    Technology Activities

    • Identify the high level technical deliverables: code, software packages, infrastructure, …
    • Estimate the effort and resources required to deliver the change,
    • Assess the IT architectural alignment e.g. is it likely that this change will introduce new technologies requiring new infrastructre, software, skills and thus increased on-going operational support and disaster recovery capabilities, which all affect the ROI?

      Delivery Strategy

      • Define an initial delivery, implementation and ongoing-support strategy, as this will significantly impact the total cost and thus the ROI timeline,
      • Build the financial (P&L, balance sheet, ROI and timeline) impacts and the resourcing models based on the available capabilities internally and externally.

       

      Project Summary & Metrics

      • Scope – size and complexity of change
      • Benefits statement and realisation timeline
      • Financial plan and budget
      • ROI statement
      • Strategic alignment assessment
      • Capability to execute assessment

      Building a decision framework

      Whether your funding cycle is annual or continuous discretionary budgets, it is essential that the change initiatives deliver the most value as possible; aligned to both strategic or operational plans

      So, whether you are managing a wide portfolio of projects or the owner of a set of focussed change initiatives we can help you to assess and plan them objectively:

      • attempting to deliver too much at once, over-burdening key resources and (business and IT) teams splitting the focus from other active or planned projects,
      • mitigating the risk of impacting daily operations,
      • delivering business developments sufficiently quickly to meet the operational and strategic goals.

        Providing an impartial voice

        As there are always competing viewpoints and priorities, we provide an additional, impartial voice in the decision making process.  Based upon:

        • clear and consistent metrics, which
        • assess the relative benefits for strategic alignment and capability to execute,
        • to decide whether the program, project or change moves forward

        Communicate the Change and Decisions

        As part of our methodology we recommend transparency through communication of the decision making.  Sharing to the team what and why initiatives were or were not approved to progress.  This aids institutional learning by providing the information to improve future project submissions.

        See our framework Cogience.IDEA as to how we can work with your existing organisation and processes, or to help implement a new end-to-end methodology for driving business benefits and delivered value.