Delivery 2.0

Slalom Consultant Carl Manello

Carl Manello is the Practice Director for Slalom’s Delivery Effectiveness solutions. He is based in Chicago and enjoys bringing actionable, tactical solutions to his clients to help them improve their delivery.

“Efficiency tends to deal with Things. Effectiveness tends to deal with People. We manage things, we lead people.”
–Source Unknown

As we lead our clients into 2012, we need to provide answers as to what waits in store for delivery organizations. Will organizations continued to underperform (per the trends of the Standish Group’s Chaos Report)? Or will organizations begin to realize the incremental changes that can be made that will help them improve? Delivery Effectiveness is a point of view on companies’ ability to raise the bar all across the organization for delivery improvement. If we consider Delivery 1.0 as the application of general project management practices within IT, Delivery 2.0 is a broader refocus to support the rest of the enterprise.

Finance departments run initiatives. Human Resource departments juggle portfolios of initiatives. Supply Chain teams must manage their specialized resource pool across a company’s needs. And the Office of the Chairman must balance the investment portfolio of the corporation. While the project management industry has focused on construction, manufacturing, and information technology, the remainder of companies’ delivery organizations have generally seen much less concentrated attempts to mature delivery. Delivery 2.0 is a view for enabling improvements for any type of delivery team.

Why is this important?
Creating the processes and mechanisms for an organization to understand its operational delivery is critical for success in today’s market. There are numerous values that can be delivered:

  • A better understanding of the scope and size of an initiative portfolio, with clearer impacts on budget and resources.
  • The application of objective decision making criteria to the launch, and the subsequent go/no-go decisions used to keep an effort on track.
  • The creation of a view into the current and future state of delivery initiatives in order to provide greater assurance of “getting to done” on-time, on-budget, and to meet the specified value of the effort.
  • An enhancement of the delivery capabilities for those leading the initiatives and enabling their accountability.

Who cares?
A top tier business-to-business office products solutions and retail office products company looks to improve their enterprise delivery capability and bring proven practices to all internal initiatives. The Human Resources organization within a global biopharmaceutical company needs a better understanding of all its HR developmental programs and requires methods for monitoring progress. The office of the CFO at a leading university needs to inventory and assess the multi-threaded initiatives that impact the campus. The global services organization within a leading high-tech company needs to establish a portfolio management process to support their influx and delivery of projects to their governmental and retail clients. Each of these companies is in a different business. Each of them is working to improve the visibility to and control of their initiatives. None of these examples is an information technology organization. Delivery Effectiveness is needed everywhere.

What’s the future?
Delivery organizations of all sorts (as illustrated above) must begin to wrest control of their initiatives from the chaos and begin to apply some level of rigor and control. Delivery Effectiveness does not imply detailed methodologies and project police walking the halls; however it does require the implementation of basic project control mechanisms, portfolio management techniques, and oversight and control methods to guarantee success. Companies should start with a measured, incremental change that will demonstrate immediate value (as opposed to trying a long protracted improvement plan that may not yield results for several quarters). Once the organization understands that change is necessary, only then can they make it happen. As the people attain their effectiveness, the organization can improve its efficiency.

Slalom Consulting’s Chicago office
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About Carl M. Manello
I am Slalom Consulting's Practice Lead for Delivery Effectiveness. I work to support organizations' capability and delivery maturity -- not just IT organizations -- so that their initiatives run more predictably, efficiently and provide the best results.

One Response to Delivery 2.0

  1. Pingback: Economies of Resource Over Allocation « The Slalom Blog

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