Successful IT projects depend on active, ongoing partnerships between the IT department and its end-user community. Unfortunately, the IT/end-user relationship is not always what it should be (or could be). And when that "partnership" is lacking, it's makes it even harder to achieve desired project results. Read on to learn how to lift that burden and create active partnerships to promote project success.
To realize project value and deliver the best results, the IT organization and the end-user community must share a common goal, and must work together as partners to reach that goal. That requires a positive relationship, characterized by collaboration, communication, information sharing and realistic expectations. But what happens when the IT/end-user relationship is not what it needs to be - and is in fact, at times, even adversarial? This does not bode well when projects are at stake.
The key to coping with a negative IT/end-user relationship is to determine and address the underlying "cause". Just what is the source of all the frustration? At the end of the day, it may all come down to internal politics, pride of ownership and a fear of losing control.
Both sides have a stake in how the game is played (whether they like it or not), and the best way to achieve success is to get on the same team. The first step towards building a successful partnership (part of a strategic IT vision), with shared interest and ownership, is to clearly define project-specific roles and responsibilities.
To begin, you first have to consider the primary role each party plays in the project equation. As a start, the IT organization and the end-users are all project stakeholders, having a vested interest in the project and the ability to influence the outcome. That makes each party uniquely indispensible and potentially dangerous.
At the end of the day, the most effective and practical means to address and avoid these types of "relationship problems" is to ensure that roles and responsibilities are clearly defined going in, minimizing fears and reducing the possibility of unrealistic expectations.
Action Steps: Perform a stakeholder analysis and establish roles and responsibilities early as part of the project definition process.
Depending on the project and related organizational needs, end-users roles can run the gamut from customer, to sponsor, to active participant, to liaison and even project executive. The possibilities depend on how your IT organization is structured, use of technology, and IT/end-user relationship. While related project roles will vary in specifics, there is one constant - assigned roles and responsibilities must be clearly defined and openly approved. To get everyone on the same page, these elements are most efficiently expressed and allocated according to four (4) key variables - scope, ownership, input and authority.
In practice, these four (4) variables of scope, ownership, input and authority must be incorporated into all tangible project planning actions and decisions, starting from the time a project need is first recognized and the project solution is proposed.
How will we all work together to achieve the goal at hand?
That is the key question to be addressed. In that light, end-user roles and responsibilities should be incorporated into expected resource requirements and stakeholder obligations as stated in the project “business case”. These requirements will then become factors to evaluate project viability and related risk. If sufficient end-user participation and engagement is not likely, compensating actions must be considered. At the end of the day, end-users are essential to IT project success and organizational planning must reflect that reality.
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