Voted Best Answer
Feb 02, 2016 - 06:23 AM
In a single word – “communication”.
At the start, you need to communicate the benefits up the chain of senior management until you get to the C-Level executives who will be critical to ensuring your ITAM programme succeeds, as without their support getting others on board and working with you will be like walking through toffee.
Our two key communication priorities are:
1. Tailor the message to the audience, a global desktop manager has different priorities to a global procurement manager, additionally each organisation will have different commercial / technical priorities.
2. The further up the chain you go, the less time the senior manager / executive has and the greater the importance of a strong executive summary on both your documents and delivery.
How you structure your programme is also critical to securing / maintaining support. A “Big Bang” approach will mean you have a single chance to succeed… and fail... Break the project down to phases with their own goals and successes. So one failure does not bring the whole project down but simply a change of direction. Successes can stand on their own and in support of the overall programme.
As your project progresses communication becomes even more vital, successes need to be publicised but the failures also need to be managed openly with stakeholders; supplied with notice of corrective actions alongside the failure announcement.
Additionally, by getting to know your stakeholders and structuring your project to the priorities of your senior stakeholders, you will be able to prioritise actions accordingly in a phased approach that allows you, your team and all the supporting managers up the line to share in the reflected glory when the CIO or CFO sees one of their goals assisted by your project as one of your KPI's improves, you help mitigate an audit or contribute to a major renewal.
- Know your audience
- With seniority comes a need to summarise
- Phase the project & prioritise your plan to deliver successes in line with the c-level execs priorities
- Make success measurable
- Share the successes & own the failures