So, the question du jour is "What can the ITM do for me"? Well, if you are looking to apply an iterative model to either a Transformation initiative, and/or a packaged software implementation, the answer is "Quite a lot".
At this point, hopefully one has reviewed the Model Orientation, How to Apply the ITM, and Consumers. After that, we hope you have plenty of answers to the question posed above. However, if an answer is not forthcomming, perhaps seeing problems others have faced may help. After all, it is often easier to see fault in others, than it is to see it in ourselves. For that reason, if any of the scenarios below sound familiar, that is a stong indication that you, too, could benefit from the knowledge and experience built into the Iterative Transformation Model.
After viewing the summary information below, check out the additional content on these pages:
General Use Cases for for the ITM
The table lists some common (unfortunately, all too common) problems people encounter when applying an iterative model to large, complex initiatives. Fortunately, these are all problems which the ITM is designed to address. For more specific examples, look to the Use Case examples in the pages above.
| Problem | ITM Solution | Value |
|---|---|---|
| Time and cost overruns | A well structured breakdown of large initiatives into ever more manageable Solutions, Phases, and Releases, provides additional layers of control above simple Sprints & Stories. | Multiple levels of "Plan > Do > Check > Act (PDCA)" cycles within the iterative model, ensure frequent assessments of results and opportunities for improvement. |
| Lack stakeholder alignment | Value drivers of alignement, consistency and productivity, are enabled through standardized terms, structures, processes, activities, roles, and information. In fact, this iterative model provides all participants with shared, complimentary perspectives. | Whether for a single project, or across an enterprise, executives to analysts will speak the same language, share the same knowledge, and work towards common objectives. |
| Unclear goals | From enterprise-level portfolio planning to team-level daily management, standardized objects, structures, and processes define activities clearly, and consistently, ensuring clear objectives at all times. | Everyone is rowing in the same direction. Even more, visibility to all work, at all times, keeps everyone focused on their portion of the "Bigger Picture". |
| Lack of executive and/or management engagement | Well defined roles and responsibilities highlight whose participation is required, and for what reasons, at varying times throughout each initiative. In particular, both customer and initiative leadership need to be familiar with what is expected of them when using an iterative model. | Engaging leadership at appropraite times mitigates unmet expectations, missed objectives and rework, while ensuring timely and informed decision making and sponsorship. |
| Planning / Project Management Problems | A clearly defined activity hierarchy faciliates long-, medium- and short-term planning, as well as separation of Iterative Planning & Iterative Implementation from traditional Project Management activities. | Getting the right people do the rigth things at the right time is best addressed through sound policies & procedures, not via random management decisions. |
| Scope creep / drift | The strict structure of delivery objects within this iterative model - Solutions, Epics, Features, Stories - and the procesess used to manage each, keep approved work focued and on track. They also provide proper channels to manage flexibility. | Participants have clear sight to scope at multiple levels. Of course, each level is appropriate for a different audience. As a result, everyone is able to keep their eye on the prize(s). |
| Starting at the right point | Delineating Solution Definition prior to Solution Delivery discourages initiatives from jumping straight into Stories & Sprints without proper preparations. | Improved probability of success, ensuring the right things are done in the right order to minimize rework and missed objectives. |
| Selecting the right Solution | Solution Definition activities help ensure that a selected application / technology is a good fit. Furthermore, they also get each implementation off on the right foot. | It's a harsh dose of reality when the chosen application or technollogy is not well suited for purpose. For this reason, establishing a proper foundation will definitely save time and money in the long run. |
| Lack of Continuous Improvement | Multiple levels of PDCA cycles prescribe constant monitoring and feedback encouraging ongoing opportunities to improve efficiency and effectiveness. | In iterative models, transformation and implementations occur via processes, not projects. Consequently, driving productivity improvement results in ever improving Return on Investment (ROI). |
If assistance is needed to get your organization up-to-speed using this iteratve model, that is something with which we can help.
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