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Initiation Phase of a Large IT Program: Key Points to Keep in Mind

  • Initiation Phase of a Large IT Program: Key Points to Keep in Mind-

    Governance

    This process establishes structured communications throughout the levels of organization and assures that the organizational strategy, mission, vision and desired outcomes are aligned within the program mandate.

    • Governance – This activity defines the governance structure and decision-making responsibility within each team.
    • Change management – Each program needs to define a baseline and any change beyond that needs to go through the change management process. The change management process needs to be identified early on so that teams understand the baseline and change management processes.
    • Risk management – This activity defines the processes for identification, prioritization and mitigation of risks.
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Initiation Phase of a Large IT Program: Key Points to Keep in Mind

  • 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8
  • Initiation Phase of a Large IT Program: Key Points to Keep in Mind-6

    Governance

    This process establishes structured communications throughout the levels of organization and assures that the organizational strategy, mission, vision and desired outcomes are aligned within the program mandate.

    • Governance – This activity defines the governance structure and decision-making responsibility within each team.
    • Change management – Each program needs to define a baseline and any change beyond that needs to go through the change management process. The change management process needs to be identified early on so that teams understand the baseline and change management processes.
    • Risk management – This activity defines the processes for identification, prioritization and mitigation of risks.

Many global companies are using business transformation initiatives to meet changing market needs. Implementing large IT programs is a key component of these change initiatives. Given that the failures of such programs are now commonly discussed, a recent McKinsey/Oxford study highlights that the failure rate of such programs is indeed more often. According to the study, half of IT projects with budgets of over $15 million run 45 percent over budget, and 7 percent are behind schedule and deliver 56 percent less functionality than predicted. What should organizations do to mitigate failure of such programs, and successfully implement their program?

According to Virtusa, most IT programs struggle during the initiation phase since key program management activities are not completed to effectively start the program. This leads to longer startup times and missed budget targets, even before the program begins. The model outlined by Naushad Kapasi, associate director – client services at Virtusa Corporation, contains the key activities that need to be completed during program initiation.