Based on feedback and on reflection, I feel the practitioner interviews would benefit from an executive summary. So I’ve decided to try to summarise just three significant examples where VPEC-T was at the core of the project.
1) Change Execution: The removal of a perceived IT barrier to the transformation of an international retail bank,
a. Value: Very High (US$100m++) – The bank recognised that it would go out of business if it didn’t execute its transformation programme Both the IT organisation and the way IT was governed by the business had become a barrier to change with no apparent way forward. This barrier was removed and an execution plan developed that allowed the transformation to continue successfully.
b. Dimensions: Focused on all five dimensions. Value Systems and Trust played a large part in the overall context setting. Policy, Event, Content and Trust were the main focus for the solution architecture and design.
2) Balanced Strategy: The resolution of a conflict between global and local business needs within an IT strategy of a major company in the transportation sector.
a. Value: High (US$100m+) – avoids costly mistakes. The client commented that if they’d had this strategy in place 18 months ago they would’ve avoided wasting a six figure sum on a failed project and they estimate a number of such failing projects of a similar size every year”.
b. Dimensions: Focused on Values System differences, Policy visibility and Trust Relationship development. The project also looked at standards for Content and Events and Externalisation for trends relevant to standards.
3) Decision Challenge: The avoidance of an expensive reorganisation mistake in reorganisation of an IT function in a highly sensitive government agency.
a. Value: Medium (US$500K-US$5m) – the decision had been taken to consolidate two previously separate IT departments in this government agency. The challenge rapidly highlighted significant weaknesses in this course of action which caused the decision to be overturned which potentially saved many $100s of thousands in wasted effort and recovery costs.
b. Dimensions: Focused on Values System alignment and Trust Relationship building.
All of the above are examples where a loss in translation between the business and IT or between business groups or IT groups has caused the organisation in question to come close to, or make expensive mistakes. In all cases, VPEC-T was used to tackle the problem – in some cases without the need to explain the method to the stakeholders and staff. The practitioners applying VPEC-T varied from IT Strategy Advisors, IT Architects, Business Analysts, and Technology Experts – sometimes alone and sometimes in combination.
The outcome values above are indicators of the project value to the organisation and its stakeholders in terms of avoided costs and/or successful change. It’s not possible to accurately attribute a proportion of this value directly VPEC-T. It does, however, give an indication of the size of challenge where VPEC-T has been used successfully.
0 Responses to “VPEC-T War Stories”