Implementing the transformation

During a business transformation the main focus of all projects has be transformation, the only exceptions are operation obligations.  Having said that making changes in operations for an obligation can be implemented to aid transformation goals as well.  All projects and planning should be bringing the organization closer to the “TO BE  Architecture or Future Operating Model”.

The transformation road map will influence the current year’s business planning.  Bringing the first step in the roadmap to life is going to include the full transformation team.  The portfolio management team really drives this piece in my mind.  The architecture team led the planning and design and now their job is to assist the implementation to ensure checks and balances are in place so that timelines and goals are met.

ALL projects need to be documented and scoped by the transformation team.  If something arises during a project that requires a change it must go back to the transformation team for assessment. Risks need to be assessed and a decision needs to be made whether the current project changes or the change influences another project.  The transformation has a tight plan and if it is to be successful every change must be tracked and assessed by the transformation team and this include operational obligations.

The EA needs to be included in every project, their goal is to ensure the design is understood as intended, to ensure the design still makes sense as the details are driven out and to ensure all projects continue to be aligned.

As part of the design phase the EA team creates standards as a way to keep consistency.  Every project is reviewed to ensure they meet the standards and at the same time I like to ensure the standards still make sense and they are serving the purpose they were intended to.

Once a detailed project plan is created I like to lead a “show and tell” meeting.  People included in this meeting are technical leads from all of the different projects.   My goal for these meetings is to share information across projects.  I want to make sure assumptions are correct, and there aren’t any gaps or overlaps happening .  I also want to encourage pieces to be built to support more than just one project where possible.

Throughout the implementation new information and ideas are always coming forward and this information must be reviewed.  I like to add the information to the roadmap and have it feed into the next year’s cycle or include it into the scoping of the next projects for the current year. 

Once a project is complete and comes alive in production the KPIs or Key Performance Indicators need to be monitored to ensure everything meets expectations.  My preference is to have a process oriented organization. Every core process has an owner, it is their responsibility to monitor and report back on the findings. This is so important during transformation but should also continue afterwards. 

With a well planned transformation process, a solid design and a strong governance structure implementation can be an exciting and rewarding time. 

Published by

Lisa Pantuso

Lisa spent almost 30 years working in both the private and public sectors, and has a reputation for getting things done. As the Government CIO Senior Information Architect she led a cross government Enterprise Content Management initiative. The Provincial ECM Strategy was published in 2012 and recognized as the first Provincial Strategy to be endorsed by all Ministries. In 2020, Lisa left to start teaching others the approaches and techniques that have set her apart.