The need to deliver change successfully has never been greater, as the current economic climate acts as a catalyst for many vital restructuring and cost cutting programmes. But in this challenging and cost-constrained environment, delivering such programmes on-time and on-budget has become even more critical – and even more difficult. The importance of these large ‘business critical’ change programmes is not disputed, but fully successful delivery is all too rare.
Of all projects started...
- 44% are delivered late, over budget, and/or with less than the required features
- 24% are simply cancelled before completion or never used
- Just 32% are delivered on time, on budget, and with the required features
If you are involved in the delivery of change programmes of any scale, the chances are that some of the following situations will be familiar…
- Delivery much tougher than the strategy predicted
- Governance detached from what is really going on
- Business losing confidence with distant ‘IT’ projects
- System delivered … but where are the benefits?
- Programme delivered eventually, but no longer meets the business needs
- Status was green, green, green … then went red two weeks before the ‘go-live’
- Major 3rd party relationships (and/or commercials) turning sour under the strain of delivery
Large scale delivery is, and will always be, very difficult to get right. However well managed, a complex programme is bound to face problems at some stage. The real management challenge is how to keep these unplanned events to a minimum, and when problems do (inevitably) occur, how to deal with them most effectively.
So how can Berkeley help?
Find out more about Berkeley's approach and capabilities in managing large projects and programmes.