Legito PowerUp 2023 The Ultimate Guide from Conception to Completion

  • Duong’s presentation in Prague distilled his years of consulting experience assisting organisations to implement solutions like Legito.
  • Duong’s slides featured content from established commentators together with his own content, and some delegates will have seen at least some of them.
  • However, most of us don’t carry those models in their minds, and Duong helped delegates to see an overall framework and a deliberate path to navigate a project.
  • You don’t need to start with a blank sheet if you are responsible for deploying a technology project.

When thinking about engagement, don’t forget WIIFIM: What’s In It For Me?

Duong Hong

Global Valuation & Advisory Transformation Advisor, Principal Consultant

  • We offer highlights from the presentation. You might find it useful to do what this author did: re-listen to the presentation and have your favourite screenshot tool ready to capture the detail from Duong’s slides.
  • Duong accepts that his structure should be adapted for the size of your organisation and your project.
  • We suspect it’s better to start with detail and de-emphasise some items than to begin with over-generalised concepts and risk missing some of the nuances of Duong’s presentation.
  • Planning starts with considering the problem statement (he suggests the classic questions: who, what, where, when, why) with enough particularity to identify who will be impacted by the project: the stakeholders.
  • When looking for the people who to support the project, you want a team characterised by innovators and early adopters.
  • Duong gave us a detailed insight into building an engagement plan, defining a governance model and deciding the constituents of the project team.
  • These concepts are apt to be scaled as described above, but don’t overlook integrations.
  • Planning the requirements for integrating with other systems has consequences throughout the approach outlined by Duong.
  • Duong recommends the project team should sign-off a written document with the terms of reference for the project team to ensure team members get clear about their responsibilities.
  • If you’re not sure what to include in that document, Duong’s slides give you all the topics and headings.
  • Duong anticipates what it takes to do analysis to justify the project costs (time and expense) in terms of the benefits delivered – with enough depth to convince a sceptical finance director.
  • He suggested various charts to realistically assess both costs and impact.
  • He recommends caution if you plan to justify the project with cost savings that point to job losses.
  • Headcount reductions are not a good motivation for most project teams.
  • It might be sufficient to say that the project will, in part, deliver benefits arising from natural attrition rates without replacing staff who leave.
  • Duong acknowledges that projects identified as technology projects have an unfortunate reputation for delays and defying objectives.
  • He says the evidence shows most project failures are attributable to the state of the organisation, not the solution deployed.
  • Duong urges delegates to assess the maturity of the organisation in relation to its ability to run projects, IT capability, and business readiness for change.
  • His slides included a scale to assess those maturities.

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