Present Imperfect

implementing system change in the real world

62 % of IT Projects Fail.CIO.com

17 % of large IT projects go so badly that they can threaten the very existence of the company.McKinsey & Company in conjunction with the University of Oxford

70% of organizations have suffered at least one project failure in the prior 12 months.KPMG

BUSINESS TRANSFORMATION

AT HIGHTOWN

Questions

Integrator

Managing Major Works and Cyclical Decs

Creating Major Works Budgets

QL

Letters

Components

Arrears

SERGE (Service Charge Budgeting)

Leasehold Service Charge Accounts

Hightown Workflow

Property Components

H&S Checklists

Business Manager

Employees

Rotas and TimeSheets

Service User History Notes

Contracts

Support Plans, Risk Assessments & Outcomes

Residents Portal

Mobile Working

Stock Surveys

Estate inspections

C&SH Health & Safety ?

Voids

Fire Risk Assessments

DevApp

Board Reports

Expenditure Forecasts

Complaints Log

Accident & Incidents Log ?

Staircasing Log

VAL (Valuaions and Lettings) ?

Audit Log

Project Timeline2016 20172008 2009 2010 2011 2012 2013 2014 2015

Legacy Removed5

Legacy Made to Work 3

New Purchase 3

New Creation 9

Categorisation of Work

1670?Spreadsheets Removed

Sql Databases & Report Manager

(Other Reporting tools are available!)

CostCurrent Housemark comparison of IT Cost per User 2016-2017

2015-16

2016-17

Make Up of Team

Infrastructure 4

Software 4.5

Projects 4

How has this been achieved?

• Buy-in from the outset.

• Ensure data quality is right before you start.

• The right money and resources in place.

• Signed off specifications before you start.

• Delay start until everything is working.

• Not allowing mission creep.

(Particularly with Directors & Snr Mgmt)

Integrator

Managing Major Works and Cyclical Decs

Creating Major Works Budgets

QL

Letters

Components

Arrears

SERGE (Service Charge Budgeting)

Leasehold Service Charge Accounts

Hightown Workflow

Property Components

H&S Checklists

Business Manager

Employees

Rotas and TimeSheets

Service User History Notes

Contracts

Support Plans, Risk Assessments & Outcomes

Residents Portal

Mobile Working

Stock Surveys

Estate inspections

C&SH Health & Safety ?

Voids

Fire Risk Assessments

DevApp

Board Reports

Expenditure Forecasts

Complaints Log

Accident & Incidents Log ?

Staircasing Log

VAL (Valuaions and Lettings) ?

Audit Log

2016 2017

Project Timeline2008 2009 2010 2011 2012 2013 2014 2015

Integrator

Managing Major Works and Cyclical Decs

Creating Major Works Budgets

QL

Letters

Components

Arrears

SERGE (Service Charge Budgeting)

Leasehold Service Charge Accounts

Hightown Workflow

Property Components

H&S Checklists

Business Manager

Employees

Rotas and TimeSheets

Service User History Notes

Contracts

Support Plans, Risk Assessments & Outcomes

Residents Portal

Mobile Working

Stock Surveys

Estate inspections

C&SH Health & Safety ?

Voids

Fire Risk Assessments

DevApp

Board Reports

Expenditure Forecasts

Complaints Log

Accident & Incidents Log ?

Staircasing Log

VAL (Valuaions and Lettings) ?

Audit Log

Project Timeline2016 20172008 2009 2010 2011 2012 2013 2014 2015

PEOPLE & PROJECTS

It ought to be remembered that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.

For the reformer has enemies in all those who would profit by the old order, and only lukewarm defenders in all those who profit by the new order, this lukewarmness arising partly from fear of their adversaries… and partly from the incredulity of mankind, who do not truly believe in anything new until they have actual experience of it.

Niccolò Machiavelli - 1532

You don’t get buy-in before.

You get it after.

Integrator

Managing Major Works and Cyclical Decs

Creating Major Works Budgets

QL

Letters

Components

Arrears

SERGE (Service Charge Budgeting)

Leasehold Service Charge Accounts

Hightown Workflow

Property Components

H&S Checklists

Business Manager

Employees

Rotas and TimeSheets

Service User History Notes

Contracts

Support Plans, Risk Assessments & Outcomes

Residents Portal

Mobile Working

Stock Surveys

Estate inspections

C&SH Health & Safety ?

Voids

Fire Risk Assessments

DevApp

Board Reports

Expenditure Forecasts

Complaints Log

Accident & Incidents Log ?

Staircasing Log

VAL (Valuaions and Lettings) ?

Audit Log

Project Timeline2016 20172008 2009 2010 2011 2012 2013 2014 2015

Integrator

Managing Major Works and Cyclical Decs

Creating Major Works Budgets

QL

Letters

Components

Arrears

SERGE (Service Charge Budgeting)

Leasehold Service Charge Accounts

Hightown Workflow

Property Components

H&S Checklists

Business Manager

Employees

Rotas and TimeSheets

Service User History Notes

Contracts

Support Plans, Risk Assessments & Outcomes

Residents Portal

Mobile Working

Stock Surveys

Estate inspections

C&SH Health & Safety ?

Voids

Fire Risk Assessments

DevApp

Board Reports

Expenditure Forecasts

Complaints Log

Accident & Incidents Log ?

Staircasing Log

VAL (Valuaions and Lettings) ?

Audit Log

Initial Setup of New System Establishment of Process Full Adoption(Reliance on New System and Removal of Old)(Working through system changes and errors and persuading

people to use the system)

Project Timeline2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Engagement

• The incredulity of mankind

• Better consultation/feedback half way through

• Negotiation

• Mission creep (a necessary evil)

Specify, Develop, Test, Release

• No specification ever turns out to be correct.

• Software Developers only understand the problem fully at the point of finishing.

• You can only test so much.

• There are problems/ideas that only occur once a lot of people start using something.

Bugs, Slowness, Mission Creep and More Bugs

DATA

Sure. I’ll check through a 1000 lines of data, fill in the

gaps where everything’s missing and then enter it all manually into the system.

Be prepared to do a lot of data entry yourself.

Take a deep breath.Try and get people to match your effort.

Don’t expect a lot of appreciation.

Design your system aroundPinch Points

• Foundation of good data.

• It’s what you’ve got to concentrate on.

• When you get data into a pinch point you’ve won!

• THIS IS VERY IMPORTANT!!

Pinch Points!

Pinch Points

An Invoice

Payroll

Board reports

Meeting report

Budgets

Pinch Points

• Pick something that’s already happening

• Load the Pinch Point up!

• It makes the process harder.

Red Errors on Reports

Make data difficult to get into Excel!

That’s better! Now I can do what I’ve

always done on my own.

Relax Access Permissions to Modify Data

but in conjunction with….

Weekly Data Audits

Integrator

Managing Major Works and Cyclical Decs

Creating Major Works Budgets

QL

Letters

Components

Arrears

SERGE (Service Charge Budgeting)

Leasehold Service Charge Accounts

Hightown Workflow

Property Components

H&S Checklists

Business Manager

Employees

Rotas and TimeSheets

Service User History Notes

Contracts

Support Plans, Risk Assessments & Outcomes

Residents Portal

Mobile Working

Stock Surveys

Estate inspections

C&SH Health & Safety ?

Voids

Fire Risk Assessments

DevApp

Board Reports

Expenditure Forecasts

Complaints Log

Accident & Incidents Log ?

Staircasing Log

VAL (Valuaions and Lettings) ?

Audit Log

Initial Setup of New System Establishment of Process Full Adoption(Reliance on New System and Removal of Old)(Working through system changes and errors and persuading

people to use the system)

Project Timeline2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Politics

Detractor

The Ore Cart

Sponsor

Advocate

Lukewarm defenders!

Project Manager

Questions

Thank you very much!