Extras 3 Sides of IT Architecture

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The 3 Sides of IT Architecture

For the majority of organisations today, any major business change is often surrounded by disruption and change in IT Systems implementation. So you could be forgiven for thinking that common formulas for success would consistently work and a successful project implementation would be the norm. Unfortunately, successful IT projects are the rarity instead of the standard, usually less than one third considered successful. Why? Because when it comes to the complexities of IT Architecture one size, never fits all.

We've been involved in 100s of IT Projects over the years, including:

  • Initial business scope, IT architecture and design
  • Procurement, build and hands on implementation
  • User experience testing and planning
  • Disaster recovery planning and execution
With this exposure and experience we've benefited from seeing every angle of IT Projects. No matter how simple or complex a project is, there are 3 critical perspectives that must receive equal share in the design, implementation and resources for a project to be successful.

C-Level Boardroom Backing

It might seem obvious that C Level Sponsorship is required from the boardroom decision makers. Yet, we've seen numerous occasions where decisions at the top either block or steer IT projects in a completely wrong direction. We've also seen critical projects fail simply because sponsorship wasn't seen, the leaders weren't active in the project.

We've seen whole projects implemented based on a CEO having a chat with a stranger on a plane (sitting in 1st class of course) sharing anecdotal stories of some new gizmo "that you have to have!" Money was poured into these unnecessary 'nice-to-haves' while business critical needs went wanting.

Leadership with an Eagle EyeWe highlight that story to focus the attention of C Level decision makers, to ensure the efforts of any IT project and the drivers behind them are balanced and high on the list of priorities to meet the 3 year strategic plan of the business. This means the Leadership team actively driving the project and specifically the project sponsor need to have Eagle vision. To observe from the top level what the important business needs are, but also to have the ability to focus specifically on technical tasks when required. In this regard it's important that they aren't ignorant or illiterate to the IT needs of the organisation. They need to be ACTIVELY involved in the project and understanding the technicalities, making sure their sponsorship is clearly seen and felt.

I'm not saying that all C Level big guns need to suddenly become IT savvy experts... although it would help. But they do need to seek good advice, and not necessarily from just within the organisation where political agendas and tunnel vision may blind things. Don't be afraid to get external consultants to work with the business to help balance the advice and offer a wider view of the the world and what can be achieved.

Tech Heads Talk to the Techies!

The poor geeks in the back room often get a bad rap (while they work on their fluorescent lights tans). Many are unable to speak in layman or business terms for the sake of the techy language they use to explain a simple task. But not all of them are like this! Many actually have a strong understanding of the business, how all the systems tie in together, what the common frustrations are, etc. So they are an invaluable resource. As such, it is important to find your most business savvy IT representative and include them from the get go in the decision making processes. They can indeed help steer things in a direction that is cost effective and feasible, with the built in knowledge of what will technically work... and what won't.

Press the Right Buttons

We've often seen teams of managers walk out of a boardroom pleased with themselves that they had solved all of the business issues and were going to resolve it by "getting IT to fix it". Trouble is, the other departments managers were doing the same thing. Yet at no step along the way had they even consulted IT, nor did they have consideration of the stresses and budget challenges being faced by other departments. In essence they were all working against one another, fighting for limited budgets to spend on IT resources.

It didn't need to be that complex, the reality was much simpler. If they had involved IT earlier, they could have demonstrated how all individual departmental challenges related back to particular system limitations and inefficient business process. Outside the Cubed has often aided in improving this understanding and the communication between IT and senior managers to marry the individual goals to the singular business vision. Crisis Over.

Now, we're not saying to put your IT staff up on a pedestal so high they have all decision making power. However, we're also strongly warning about delegating them ONLY to the back room and ordering them to carry out your demands. Neither will work. You need their buy-in, you need their knowledge in the design, you need their understanding of how systems fit together. Their knowledge needs to be tempered with the other two sides though, the business ambition and the needs of the end users.

The End Users End User Empathy

For Outside the Cubed, this is the glue that brings everything else together by providing balance to any IT Project. Ensuring you consult, survey and implement with consideration to End User suggestions is an important catalyst for stamping the project as successful. These are the people at the end point of any IT Project that suffer the consequences if it's not done well. They will also be the first to complain if the budget is spent on what they consider non-critical in comparison to the problems they're suffering.

Organisations often miss one of the most vital perspectives when designing an IT project. How is it going to impact the day-to-day operations? How will the staff on the ground react to the change? What effect on processes and procedures will occur with the new system? How much will it cost the business per hour / per day if staff productivity is impacted?

Tell me what the perfect system could do If you have buy-in from your end-users in what the perfect system would be like for them then you are dramatically down the road to success. Again, find the right person, the best representative that isn't just going to say "this is the way we've always done it", but alternatively says "you know what would be really good?". These people will become your all important followers. They will be your most influential form of leadership in driving the project.

Just like Derek Silvers explains in this video:

Let's summarise those 3 critical perspectives for designing a successful IT project.

  • Ensure an IT Educated and well balanced C Level decision is made in the boardroom by understanding the key drivers supporting the 3 year business plan, and how IT can support it as a tool.
  • Consult closely with IT Technical Representatives that understand both the business drivers and what is required technically to make things work. Don't be afraid to have external Business Analysts / Consultants (like Outside the Cubed) assist by working alongside and offering an additional external perspective.
  • Balance the previous two lines of thought by working with End Users to gain emotional buy-in and manage the behavioural aspects of Change Management to drive the project. You might be pleasantly surprised by the quality suggestions your staff will make when given the chance!

So... If you'd like some Outside the Cubed thinking on your next IT Project, balancing each of these perspectives, feel free to contact us here

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About Us Outside the Cubed is an independant business services provider working to challenge, stimulate and guide new thinking within your organisation, your staff and your leadership team. Whether you're looking for a fresh set of eyes on business processes, improving workplace culture, developing change management processes to improve project and systems implementation... or maybe you just need that little something extra at your annual conference or team meeting. We can provide! We pride ourselves on a flexible and adaptable approach. Call us to organise an obligation free meeting today. We will closely examine your requirements and build a custom proposal to meet your needs.
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