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Too often projects focus on the deliverables, and changing the operation. They ensure there is a transition from development into operation and Business as usual. There is often a early life support stage from the development team if issues arise in the early days.

Projects closure is performed, items are archived, handed over, Lessons learnt log is captured and many of the people will either return to their normal roles or move onto the next change project.

How many times have lessons learnt log simply been a beaucratic process that never really improves the process.

There are four points on why the business change work continues on after the project closure….

1. Realising the Benefits or outcomes

2. Gaining Experience and responding to real scenarios

3. Fine tuning – what didn’t work out as well as expected, or what unexpected consequences occurred

4. Transitioning – Project to BAU we want to pass the responsibility not of the products but of the Outcomes and achieving the benefits to BAU

Business change should not simply be about the deliverables but the outcomes expected from these deliverables. For example delivering More salesmen/women does not necessarily mean increase in sales and equally an increase in sales does not necessarily mean an increase in profit or satisfied customers.

The Business change has not finished we have simply passed the responsibility for achieving the outcomes to the operation. Hopefully you provided them with the right tools to achieve.

Of course Business change is a never-ending cycle, while you were busy delivering changes the world also went on changing, you will be looking for the new improvements to make it even better or responding to external challenges and new opportunities.

Business change projects end too soon, they continue to live and grow long after the project team has disappeared.

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