There is a reason you want to kick off that new project. In some cases clearly financial, and easily measured – e.g. ”Automating and perfecting our quality assurance process will save us $XXX,000 per year in reduced returns and repairs”.
In other cases the upside is either further from the money or just hard to quantify, such as in a research and development project. Here the focus is on investigating new areas of business – and before you developed it, there is no way to tell what the upside will be.
Sometimes it’s personal – e.g. ”Streamlining the hiring process means we can delegate it. This will free up the CEO´s time to work on business development”.
Whatever the upside is, it’s important that you spend time defining it. It’s even more important you spend the time to clearly communicate it – to stakeholders and the implementation team.
Because, projects fail when there is ambiguity. If goals are unclear, results can be just about anything – and chances are it’s not what you need.
Hi, I'm Christoffer Lejdborg! I believe software has tremendous potential to transform your business in amazing ways, but people are too focused on the technology instead of the business case.
I've worked with companies such as BDO, Grant Thornton, Nobina Technology, Run My Security and Whenever.
+46 70-218 17 24