Building confidence in executing IT programs

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EY has found that successful companies take the time to have effective pre-start reviews that assist in determining the degree of readiness in these critical areas; whereas unsuccessful organizations tend to wait until the symptoms of unresolved risks and issues actually arise and then react by “firefighting” with problem solving and minimally effective decision-making. Figure 2: IT program risk universe Vision and initiation • Lack of management support for the program • Unresolved or uncertain project vision or strategy • Poorly defined business objectives • Poorly defined project scope and requirements analysis • Inadequate assessment of business impact or priority • Poorly defined critical success factors and risk assessment • Lack of complexity measurement • Unclear governance and decision framework • Lack of communication and user-group involvement Planning • Aggressive schedule commitments restricting proper planning phase • Inappropriate skills, resources and processes in place • Inadequate understanding of complexities and accounting for factors necessary to succeed • Imbalance among time, cost, quality and benefit attainment • Ineffective prequalification process • Incomplete project charter • Poorly defined contractual terms and conditions • Lack of definition of appropriate performance metrics Measuring and • Governance model fails to manage key project internal and external stakeholders • Ineffective project management systems • Ineffective project performance monitoring and reporting • Lack of continuity in project staff • Ineffective communication with stakeholders • Lack of situational awareness 6 | Building confidence in executing IT programs
Execution • Inadequate risk assessment, quantification and allocation of project risks • Incomplete or unrealistic cost information • Ineffective governance mechanisms and inconsistent decision framework • Inadequate representation of the “voice of the customer” • Shifting budget, scope and timetables • Lack of accountability • Adversarial team and supplier relationships • Lack of skills or resources in program and project management Business acceptance • Lack of appropriate accountability and approvals • Ineffective deployment strategy • Ineffective change management • Unresolved problems and disputes • Incomplete operating and maintenance information • Insufficient user satisfaction • Scale and volume of defects • Missing warranties and guarantees • No project go-live review Measuring and visualizing the complexity drivers of risks on a project allows early proactive measures to be taken to address these drivers and reduce the remaining risk to an acceptable level. monitoring • Ineffective control of change orders • Ineffective decision-making and resolution of issues • Poor quality management and assurance plans • Incomplete design information and changing design and scope requirements • Lack of a risk management framework • Lack of independent progress monitoring and executive reporting • Lack of tracking Building confidence in executing IT programs | 7
Page 1 and 2: Insights on governance, risk and co
Page 3 and 4: Introduction IT program success sup
Page 5 and 6: Project execution continues to stru
Page 7: A crucial differentiator for corpor
Page 11 and 12: Program risk management is importan
Page 13 and 14: Third line Audit committee Internal
Page 15 and 16: Figure 4: Risk state analysis Progr
Page 17 and 18: Are your people aligned toward succ
Page 19 and 20: Empowerment alignment Along with de
Page 21 and 22: Benefiting from independent program
Page 23 and 24: Questions to build program confiden
Page 25 and 26: Conclusion IT PRM risk-based analys
Page 27 and 28: If there’s no reward without risk

Building confidence in executing IT programs

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