In my first post in this series, I discussed the notion of identifying the business need. The next logical step in the process is to build the scope. Notice that I didn’t say “define the scope”? Well, there is a valid reason for that.
Defining the scope tends to focus minds in a very narrow way. Ask IT management to define the scope for a strategic end user services programme and the answer will likely be very technical and IT security driven. Ask a business user or manager to define the scope and the answer will probably be very different. In making the Strategic Case for Change, it is imperative that all areas of the business play a part when it comes to building the scope. This may seem fairly obvious, but I have seen on too many occasions, major transformational programmes “bolt on” key activities, almost as an afterthought. Another aspect of this that I have witnessed is a scope of work that is pretty limited, against the capabilities of the services being delivered.
Definition of Define
The primary reason for this, is that word; “define”. A quick trip to Dictionary Corner, states the following:
“State or describe exactly the nature, scope, or meaning of”.
Developing too exacting a scope early on in the process severely limits any ability to adapt or change the structure of the programme later on down the line. Options are a good thing to consider. Delivering a strategy paper to the Executive which talks about “deploying a service to increase organisational mobility” (keeping with the end user services theme on this one), as opposed to “implementing XX to allow people to work from home” will fair better. At this stage, who really cares what product and what features are going to be deployed? Can you identify benefits from the 1st statement? Absolutely.
Diving too deep, too quickly drives the programme down a pathway it may later regret. There is time in this process to go into the specifics and zero in on a chosen option, but first, we must resonate the story of the Strategic Case for Change with senior leaders. So, like the Business Need, the scope must be stated purely in business terms for it to be effective to senior management. So what is the difference between “defining the scope” and “building the scope” in practical terms? Well, people, mainly.
Building the Scope with the Business
In building the scope, consider gathering representatives from across the business and please don’t limit this to management. Ideas around what is important to people can come from pretty much anywhere because lets face it, we all want the business to succeed, as it pays for our holidays. In forums (not workshops), explain what the overall business strategy is, what the current arrangements are, in terms of its capabilities and value and of course, the Business Need. At this point, it is useful to open up the floor to an open and honest discussion about what changes people would like to take advantage of. Nothing in this forum should be challenged, such as the sucking in of breath from one of the HR chaps if someone mentions home working (yep, witnessed that too).
Strategic change is about moving the business forward in a giant leap, therefore, everything should be considered. At this stage of the process, the programme is not fully defined, that comes later, so all options must be presented to allow for a comprehensive review to take place. Once the forum process has completed, take some time to review all the ideas and categorise them (but keep the comments unique). Evaluate the numbers of similar requests to give an indication as to where the wind is blowing across the business. Once this process is complete, you should have a pretty good idea of what the potential scope of the programme is likely to be, along with some varying options associated to each category. If all of this is written in purely business terms, the likelihood is, that you will be onto a winner.
