Deposit quarter. Ball will serve automatically. Avoid missing ball for high score. Alan Mather 9.10.2006

Eight Things On My Mind What’s in a vision? Everyone is leaving Did I get what I paid for? Risk management and risk transfer IT repetition and complexity On Your Mind? Product versus consequence Rigours of partnering What does the customer want?

On My Mind

What’s in a vision?

Everyone is leaving

Did I get what I paid for?

Risk management and risk transfer

IT repetition and complexity

On Your Mind?

Product versus consequence

Rigours of partnering

What does the customer want?

Every journey starts with a single step … Usually, there’s a little more to it than that

Everyone’s Leaving + 5 -15,000 = ? = 15,000 x 1 ? 2006 < 50 Avg Age UK Population Avg Age UUNW Employee

+ 5 -15,000 = ?

= 15,000 x 1 ?

2006 < 50

Did I Get What I Paid for? The euphoria is wide-spread But the business are just beginning to grapple with how the system works in anger And are beginning to understand all the things that don’t quite work as planned – always scope for V1.1 Did we realise the benefits? Less than 4% of companies track benefits realisation through implementation and into the mainstream operation Are we only now trying to define “what is success?” Project management (time, cost, quality in the project) versus business benefit (Pounds, shillings and pence in the operation)? When do the bonuses get paid? The root of all wisdom lies in two words, “wait” and “hope”. – The Count of Monte Cristo. If I wait long enough, I hope the problem will go away. – Average Project Manager

The euphoria is wide-spread

But the business are just beginning to grapple with how the system works in anger

And are beginning to understand all the things that don’t quite work as planned – always scope for V1.1

Did we realise the benefits?

Less than 4% of companies track benefits realisation through implementation and into the mainstream operation

Are we only now trying to define “what is success?”

Project management (time, cost, quality in the project) versus business benefit (Pounds, shillings and pence in the operation)?

When do the bonuses get paid?

Risk Management and Risk Transfer What Goes Down Will Go Up Somewhere Else Credit card fraud falls 13% in 2005, reducing by £65 million Cardholder not present fraud goes up 21%

IT Complexity

IT Repetition What’s the right bet to make? Any technology that’s around when you’re between the ages of 0 and 15 is normal and part of life From 15-35, anything that emerges is new and exciting and a potential career opportunity After that it’s simply against the natural order of things … until it’s been around for 10 years, then it’s all right really Douglas Adams:

Eight Things On Your Mind? Product versus consequence Rigours of partnering What does the customer want? On My Mind What’s in a vision? Everyone is leaving Did I get what I paid for? Risk management and risk transfer IT repetition and complexity

On Your Mind?

Product versus consequence

Rigours of partnering

What does the customer want?

On My Mind

What’s in a vision?

Everyone is leaving

Did I get what I paid for?

Risk management and risk transfer

IT repetition and complexity

Product versus Consequence 5

What Does The Customer Want? Who provides the intellectual rigour around the path, what the course corrections might be, how to plan for them and how to manage them? Who’s seen it before? Big Picture Strategy Specific Vision Contracts & Commercial Portfolio Delivery Realise Benefits As Is To Be Just Follow The Simple Path As Is Will Be Could be May be Probably Might be

Who provides the intellectual rigour around the path, what the course corrections might be, how to plan for them and how to manage them? Who’s seen it before?

Grandma, what big walls we build

Reality Is More Involved ?

Is the sky blue on Planet Procurement? NHS IT project expected to cost £6.2 billion at point of purchase, but another £30.8 billion to deploy? MOD technology refresh project to cost £4 billion, to link 70,000 desktops? Buying technology is easy; doing something with it less so We are still being suckered by the promise of new technology “ You should see the functionality in this new version!” N rmal Industry Behaviour Customers should stop buying a “thing” and buy an “expectation” or an “outcome” Lead And Advise The Customer If you can’t do it, don’t take £/$/ €

Is the sky blue on Planet Procurement?

NHS IT project expected to cost £6.2 billion at point of purchase, but another £30.8 billion to deploy?

MOD technology refresh project to cost £4 billion, to link 70,000 desktops?

Buying technology is easy; doing something with it less so

We are still being suckered by the promise of new technology

“ You should see the functionality in this new version!”

N rmal Industry Behaviour

Customers should stop buying a “thing” and buy an “expectation” or an “outcome”

The 5 Guidelines Lead and advise the customer Help them figure out what they need. Tell them when they’re wrong. Walk away when they won’t do it the right way – you don’t need the money Speak the language of the customer Bits and bytes will break my bones but acronyms will kill me forever Be transparent with your pricing model, how and where you make profits Remember there’s a point to all this It’s not about uptime, service levels and KPIs – all of those will make no difference if on the day that bird ‘flu strikes, the 0.1% of allowed downtime occurs … there’s no such thing as risk transfer for the client Think back to your early press releases … have they changed? Stop, Listen, Fix It doesn’t matter whose fault it is – it needs to be stopped and fixed It only works if everyone figures out how to make it work Always deliver. Forget the under-promise and over-deliver myth Never let the customer down, least of all when they really, really need it PAC, NAO and the front page of the Financial Times are no fun for anyone

Lead and advise the customer

Help them figure out what they need. Tell them when they’re wrong. Walk away when they won’t do it the right way – you don’t need the money

Speak the language of the customer

Bits and bytes will break my bones but acronyms will kill me forever

Be transparent with your pricing model, how and where you make profits

Remember there’s a point to all this

It’s not about uptime, service levels and KPIs – all of those will make no difference if on the day that bird ‘flu strikes, the 0.1% of allowed downtime occurs … there’s no such thing as risk transfer for the client

Think back to your early press releases … have they changed?

Stop, Listen, Fix

It doesn’t matter whose fault it is – it needs to be stopped and fixed

It only works if everyone figures out how to make it work

Always deliver. Forget the under-promise and over-deliver myth

Never let the customer down, least of all when they really, really need it

PAC, NAO and the front page of the Financial Times are no fun for anyone

Final Thoughts Hardcore delivery is the price of entry to the game Customers expect servers not to fall over, developments to proceed at a pace and process optimisation to occur yesterday Of course, they expect wrong. This doesn’t just happen. It takes time to: Build and maintain trust Create a shared vision Understand mutual issues Operate as a real team Manage risks co-operatively Figure out when to be friends And when to be supplier/customer And I’m talking about real customers here, not the outsourcers

Hardcore delivery is the price of entry to the game

Customers expect servers not to fall over, developments to proceed at a pace and process optimisation to occur yesterday

Of course, they expect wrong. This doesn’t just happen.

It takes time to:

Build and maintain trust

Create a shared vision

Understand mutual issues

Operate as a real team

Manage risks co-operatively

Figure out when to be friends

And when to be supplier/customer