1©AM2006

Deposit quarter.Deposit quarter.

Ball will serve automatically.Ball will serve automatically.

Avoid missing ball for high score.Avoid missing ball for high score.

Alan Mather

9.10.2006

2©AM2006

3©AM2006

Eight ThingsEight Things

On My Mind

What’s in a vision?

Everyone is leaving

Did I get what I paid for?

Risk management and risk transfer

IT repetition and complexity

On Your Mind?

Product versus consequence

Rigours of partnering

What does the customer want?

4©AM2006

Every journey starts with a single step … Usually, there’s a little more to it than that

5©AM2006

Everyone’s LeavingEveryone’s Leaving

+ 5 -15,000 = ?

= 15,000 x 1 ?

2006 < 50UUNW Age Profile

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15 20 25 30 35 40 45 50 55 60 65

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f Em

ploy

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Avg Age UK Population

Avg Age UUNW Employee

6©AM2006

Did I Get What I Paid for?Did I Get What I Paid for?The euphoria is wide-spread

But the business are just beginning to grapple with how the system works in anger

And are beginning to understand all the things that don’t quite work as planned – always scope for V1.1

Did we realise the benefits?

Less than 4% of companies track benefits realisation through implementation and into the mainstream operation

Are we only now trying to define “what is success?”

Project management (time, cost, quality in the project) versus business benefit (Pounds, shillings and pence in the operation)?

When do the bonuses get paid?

The root of all wisdom lies in two words, “wait” and “hope”. – The Count of Monte Cristo.

If I wait long enough, I hope the problem will go away. – Average Project Manager

7©AM2006

Risk Management and Risk TransferRisk Management and Risk TransferWhat Goes Down Will Go Up Somewhere ElseWhat Goes Down Will Go Up Somewhere Else

Credit card fraud falls 13% in 2005, reducing by £65 million

Cardholder not present

fraud goes up 21%

8©AM2006

IT ComplexityIT Complexity

9©AM2006

IT RepetitionIT RepetitionWhat’s the right bet to What’s the right bet to

make?make?

Any technology that’s around when you’re between the ages of 0 and 15 is normal and part of life

From 15-35, anything that emerges is new and exciting and a potential career opportunity

After that it’s simply against the natural order of things … until it’s been around for 10 years, then it’s all right really

Douglas Adams:

10©AM2006

Eight ThingsEight Things

On Your Mind?

Product versus consequence

Rigours of partnering

What does the customer want?

On My Mind

What’s in a vision?

Everyone is leaving

Did I get what I paid for?

Risk management and risk transfer

IT repetition and complexity

11©AM2006

Product versus ConsequenceProduct versus Consequence

55

12©AM2006

What Does The Customer Want?What Does The Customer Want?

Big PictureStrategy

SpecificVision

Contracts & Commercial

PortfolioDelivery

RealiseBenefits

As Is

To Be

Just Follow The Simple Path

As Is

Will Be

Could be

May be

Probably

Might be

Who provides the intellectual rigour around the path, what the course corrections might be, how to plan for them and how to manage them? Who’s seen it before?

13©AM2006

Grandma, what big walls we buildGrandma, what big walls we build

14©AM2006

Reality Is More InvolvedReality Is More Involved

?

15©AM2006

Is the sky blue on Planet Procurement?

NHS IT project expected to cost £6.2 billion at point of purchase, but another £30.8 billion to deploy?

MOD technology refresh project to cost £4 billion, to link 70,000 desktops?

Buying technology is easy; doing something with it less so

We are still being suckered by the promise of new technology

“You should see the functionality in this new version!”

N rmal Industry Behaviour

Customers should stop buying a “thing” and buy an “expectation” or an “outcome”

Lead And Advise The CustomerLead And Advise The Customer

If you can’t do it, don’t take £/$/€

16©AM2006

The 5 GuidelinesThe 5 Guidelines

Lead and advise the customer

Help them figure out what they need. Tell them when they’re wrong. Walk away when they won’t do it the right way – you don’t need the money

Speak the language of the customer

Bits and bytes will break my bones but acronyms will kill me forever

Be transparent with your pricing model, how and where you make profits

Remember there’s a point to all this

It’s not about uptime, service levels and KPIs – all of those will make no difference if on the day that bird ‘flu strikes, the 0.1% of allowed downtime occurs … there’s no such thing as risk transfer for the client

Think back to your early press releases … have they changed?

Stop, Listen, Fix

It doesn’t matter whose fault it is – it needs to be stopped and fixed

It only works if everyone figures out how to make it work

Always deliver. Forget the under-promise and over-deliver myth

Never let the customer down, least of all when they really, really need it

PAC, NAO and the front page of the Financial Times are no fun for anyone

17©AM2006

Final ThoughtsFinal ThoughtsHardcore delivery is the price of entry to the game

Customers expect servers not to fall over, developments to proceed at a pace and process optimisation to occur yesterday

Of course, they expect wrong. This doesn’t just happen.

It takes time to:

Build and maintain trust

Create a shared vision

Understand mutual issues

Operate as a real team

Manage risks co-operatively

Figure out when to be friends

And when to be supplier/customer

And I’m talking about real

customers here, not the

outsourcers