Just in case you're bored with applying
our previous suggestions, here are 10 more ways to cause a
little mayhem to your organisation's IT projects. And
remember, the more mission-critical, the better ...
Keep it loose ...
Avoid structure, defined roles or rigour. These are only
an administrative overhead and will not help you keep your
staff attrition rates way up (where they belong). There is
no link between good HR management and structure
– people are inherently flexible, no? And their
morale (or lack of it) can never affect a project's
progress or outcomes.
... but on the other hand ...
Set all governance arrangements in stone. In particular,
there is no need to act differently at different stages of
the project. As you know, precisely the same issues arise
during planning, design, implementation, acceptance,
operations, support, disengagement, and all other phases of
Don't plan on it
Recognise that management and planning will only raise
expectations that timeframes can and should be met. All
dates, timeframes and scoping should be regarded as
advisory (if not illusory).
Strategic equals operational
In planning your governance structure, make sure that
you confuse strategic and operational roles. There is
simply no need to plan where you are going, and why do you
need operational continuity anyway?
Talk to the hand
Don't communicate. If you're the customer, keep
your desired strategic and project outcomes to yourself.
This is particularly important in multi-vendor projects
that span countries and geographically remote sites. And
never (repeat, never) incorporate a communications strategy
into your governance structure.
There are never any cross-dependencies between the
activities of the customer and its various suppliers. This
is especially the case in a multi-vendor environment. So,
to ensure that cross-dependencies are not accidentally
identified, avoid identifying the leadership team of each
participant- since it is better not to know what the lines
of authority are, and there is little point in knowing
whether a particular individual can make a decision or not.
Ideally, also make sure that end-to-end outcome
responsibility for project outcomes is not allocated to a
It's just consultant-speak anyway
Migration, transition-in and
disengagement are only 'buzzwords' and
their relevance to projects and project complexity has been
vastly oversold by shifty consultant-types. Accordingly,
there is no need to think of them as a governance issue or
to incorporate them in your governance framework, since
they can't possibly have any financial, operational or
Change happens by itself ...
Organisational culture and readiness for all of the
changes a project brings have no place in a governance
framework. Planning and managing the way the customer deals
with change is not necessary, as change just occurs, by
itself. This is because, fortunately, humans have no
tendency to resist change. Therefore, there is no need for
you to have any regard to stakeholders, appoint project
champions or take other steps that might influence project
... as does informational osmosis ...
Regular consultation between the customer and its
suppliers is also a bit overdone in the media. This is
simply not necessary, due to the absence of silos in big
projects, together with the well known natural phenomenon
of 'informational osmosis' – through
which key information is automatically transferred to and
absorbed by all relevant stakeholders within an appropriate
... and strategic alignment
Keeping the project aligned with the changing business
requirements of your customer will also happen by itself.
Consequently, there is no need to worry about delivering a
critical project that fails to meet the current needs of
your customer. It is almost unknown for this to occur, and
can be safely ignored when considering your governance
framework or for that matter, your leadership
The content of this article is intended to provide a
general guide to the subject matter. Specialist advice should
be sought about your specific circumstances.
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