capacity

Applying The 80/20 Principle To Portfolio Management

By |October 9th, 2014|Categories: time|Tags: , , , , , , , |Comments Off on Applying The 80/20 Principle To Portfolio Management

The 80/20 principle posits that 80% of organizational value comes from 20% of your projects. The 80/20 allocation seems to hold true for a lot of things: I know I wear 20% of my clothing 80% of the time, and I use my pots and pans the same way. Nevertheless, the 80/20 principle is a particularly handy concept when thinking about managing the projects in your portfolio.

First, using the 80/20 principle, think about which projects are critical, must-haves, and core to your mission (about 20% of the whole array), and set aside those that are discretionary or not vital. During this exercise, projects that should be eliminated altogether should be obvious. (Be ruthless.) Of the mission-critical projects, decide which should proceed and which should be deferred based on urgency and capacity. Considerations during your deliberations should include:

Second, having decided which projects should proceed, it is time to collaborate with the entire range of managers, from line managers to senior managers, to prioritize them. Each will contribute something to the debate, and it is better to debate now than waste valuable resources (time, money, and people) later. Line managers will have first-hand knowledge of processes and capacity; middle management will have a better view of the interplay and inter-relationships between departments and activities, and top management will possess the long view that encompasses the overall organization direction and strategy. And obviously, inviting greater participation overall means greater cooperation and commitment.

Third, once your projects have been prioritized, it is time to figure out who will be doing what. Streamlining your projects down to the vital few has the added benefit of not stretching the capacity you have, but concentrating it where it is needed most. Here I …
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Cutting Your Project Portfolio Down to Size

By |July 10th, 2014|Categories: Planning|Tags: , , , , , , |Comments Off on Cutting Your Project Portfolio Down to Size

That big project portfolio of yours is your biggest headache. It’s true. If you are like most companies, your portfolio has grown to an unwieldy size, which means you have way too many projects competing for the same resources. Here’s what to do.

First, inventory ALL projects and activities that require any kind of IT resources, making sure to include non-obvious ones like SMEs and user training time. According to Gartner, 60% of IT’s budget is spent on operational, “keep the light on” activities, so it is important that these are included to ensure correct allocation of project resources. Projects that pull resources from core operations can create business risk.

Second, decide who will comprise a governance committee, i.e., who will make decisions concerning the portfolio. This should be a mix of IT and business leaders with the authority to make decisions for the organization. The governance committee will determine which projects should continue, which should be delayed, and which should be terminated. These decisions will be made based on determining which projects have the potential to create the most value for the company. Each project in the portfolio should align with business goals and be ranked on the strength of its business case outlining benefits, costs and risk. Keep this simple, but also be on the lookout for project interdependencies. You certainly don’t want a critical project bungled because it relied on deliverables from another project that was killed or delayed.

The importance of strong governance in the portfolio process cannot be overstated. Projects that are nice but not essential drain away resources that could be used more productively. Focus on cutting unnecessary demand and don’t start new projects until you know for certain that …
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Reorgs and Crash Diets: What They Have in Common

By |May 6th, 2014|Categories: Strategy|Tags: , , , |Comments Off on Reorgs and Crash Diets: What They Have in Common

TransAccel is often asked to help organizations figure out where they should be three to five years from now, and we immediately set about assessing where they are, thinking about strategies, and devising transition plans. But here’s the thing: Very often the client wants to start with a structural reorganization.

Now the truth is if you start with a structural reorganization, it’s like going on a crash diet. Everybody knows the naughty non-foods you can cut out, just like everybody knows which low-performers could be eliminated or how work could be shuffled around to immediate effect. So you lose a few pounds by cutting out “empty calories” and get rid of some of the obvious encumbrances at work—a quick fix that’s very gratifying. But what happens after that? Usually all the weight comes right back (and then some) and the reorganization doesn’t really change a thing—everything reverts to the way it was. Why? Because the underlying behaviors are still the same.

A diet that relies on simply cutting calories is bound to plateau or fail because there’s considerably more to maintaining a healthy weight and body that includes exercise, eating complex carbohydrates, drinking plenty of water and getting plenty of rest. It is a lifestyle change. Likewise, restructuring an organization is much more complex than focusing solely on getting rid of problematic players or reshuffling the team. The key to sustainable organizational change is to look at the organization holistically and to define the operating model and its various components: roles, processes, governance, sourcing, services, and then structure, and how these are interconnected and measured. Are the right people in the right roles? Are there processes that could be simplified, platforms that could be shared? What …
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Let’s start from the very beginning

By |September 30th, 2013|Categories: Change|Tags: , , |Comments Off on Let’s start from the very beginning

Hey folks! Welcome to the final quarter of 2013 and thanks for reading the first issue of TransAccel’s refreshed blog. I had a whole blog series planned on the different levels of IT maturity that I wanted to lead off with. You can still read the first blog in that series, but I decided at the last minute to lead with something different.

Two weeks ago, my team and I reached out to our network of past and present clients and colleagues with an update on what TransAccel has been up to. We received so many kind responses with great feedback on our website and more. But we also heard one question consistently: Can you help me better understand what you do?

I’d like to use this blog to tackle that question head on, and I’m hoping that you’ll give me feedback on whether or not my answer makes sense to you. I’m truly looking for candor, advice and constructive criticism. So here it goes…

TransAccel Group is, first and foremost, a management consulting firm. We help organizations improve their performance by analyzing existing organizational problems and developing plans for improvement.

Today, every business change has an information systems component. So we focus our efforts on Information Technology (IT) organizations because of our firm belief that a company can only progress as fast as its IT systems and organizational capability allow.

Our ultimate goal is to help IT mature: develop, grow, and become more efficient and effective. An IT organization with mature capabilities can better support change while one with immature capabilities can and will hinder it.

Since maturing an organization requires extra hands, we also provide the thinkers and doers to help with implementation…what we refer to as the …
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Rx: Annual IT Health Check

By |July 26th, 2011|Categories: Assessment|Tags: , , , , |Comments Off on Rx: Annual IT Health Check

Welcome to TransAccel’s inaugural blog! I’ve been eagerly anticipating the opportunity to talk to you about what I see as the biggest challenges facing IT and business today. To stimulate my thinking around the new adventure of blogging, I’ve been reflecting on the many years my colleagues and I have strategized, innovated, and just generally cleaned up messes. You have your stories too. This is the place to share them, and we hope you do.

Over the next few months members of my team and I will be writing about:

Where to start? For me it all begins with a good understanding of who you are, where you are, and where you would like to be. And, just as an annual physical exam uncovers potential health issues, we insist on a “IT Health Check” too. After all, how can we know what remedial measures to take without an initial assessment?

Now, it seems pretty obvious that getting an annual check-up is smart and generally contributes to better health, right? Well, how many IT organizations put off a yearly exam and try to self diagnose? Worse yet, how many IT organizations have never even had an exam—you know, an independent review of how they operate? Interestingly, when we do a “Health Check,” we find that most IT organizations today are similar in two respects.

First—and to the seeming surprise of Business—IT is made up of human beings who have the same issues as everyone else: lack of trust, fear of conflict, lack of commitment, avoidance of accountability, inattention to detail, and indifference towards results. Having been in the business some 30 years I can tell you without question that these “soft” skills are just as important as “tech” skills …
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