How Reciprocity ROI Uses a Centralized Approach to Help Your Projects Shine

acquire resources solution delivery

The Importance of Using Organizational Assessments In Order to Adopt a Centralized Acquisition Resource Planning Model for Projects: How Does Reciprocity ROI Use This Streamlined Approach to Help Your Projects Shine

So you have just had a huge project dumped upon you. You now have several deadlines and deliverables that you need to meet, and you do not have nearly enough of the resources you need for your solution delivery project team! You need to figure out how to acquire resources you need, without going over budget all at the same time. Your success as a leader and as a company not only depends on your knowledge, expertise and training, but it also depends upon your ability to to deliver results in a timely fashion. How can you deliver if you don’t have the appropriate resources for your project?!?! You need a solution delivery team. Think of the most unsuccessful project that you have ever been involved on as a team member. What went wrong? We bet that it probably has something to do with lack of time, and money. Proper planning mixed with Verification and Validation analysis can help ensure that project comes in on time and under budget.

Many times projects require resources from external, and internal resources of varying degrees, capabilities and skills; you might have several vendors for this. Attempting to work with multiple vendors, locate, manage and acquire resources through them from so many different places takes a considerable amount of time, money, negotiations and fact checking. To plan a successful project, it is important to ensure appropriate balance of skills with your solution delivery project team, and the consideration of resource availability for future state projects. Furthermore, it takes alignment from the top to the bottom of the organization to make all of this happen. We help create management buy-in and vision from the top. Reciprocity ROI is well-rounded enough with our expertise in various solutions to deliver virtually all of required resources for a technology project from one environment, in effect eliminating sporadic approaches used to acquire resources. The result: reduced costs that are streamlined and increased time for additional projects, and because of the increased time you can take on more projects, essentially growing revenue and client base.

To successfully acquire resources it is important to have a fluid model that can move with your project in an iterative manner. A solid model used to preemptively acquire resources has a significant influence on the outcome of a project, but there are also several other impacting factors and elements needing to be managed that also influence the success of a project. Let’s talk about some of these.

1. Strategy: Strategic Program Leadership, Technology Strategy and Digital Product Strategy
2. Organizational and Business Readiness
3. Planning and Scheduling: Long List vs. Short List Priorities and Needs vs. priorities because everything cannot be a priority
4. Issue and Risk Management using Verification and Validation (Quality Assurance)
5. Iterative Account Status and Reviews: Over-communication is Key

1. Strategy: Strategic Program Leadership, Technology Strategy and Digital Product Strategy.

Dude’s Law: How vs. Why

Asking the potent questions and conducting business analysis is essential to finding your true organizational self. We ask these questions to help you figure out why, because we know that first answers given are usually surface level responses and do not reflect the true root cause. So we help you understand the true root cause by conducting top-down business analysis of things that are happening in your organization. We are a software technology company that helps you figure out the “why” and then we provide you a roadmap for the “how”. We have delivery experience with hands-on expertise in varying areas and methods of full stack software development, change management, project management, sales and marketing. We work with organizations like yours to help them with initiatives at the Strategic Leadership and Change Management level, all the way down to the ground floor of their company. Consider us a group of board advisers for your Technology and Digital Strategy.

2. Organizational and Business Readiness

It is important that top level management has a solid gauge on how ready their organization is to take on future projects. This allows them appropriate forecasting to acquire resources for upcoming projects and initiatives. When it comes to using a model to acquire resources, it is important to think about choosing projects which will fit best with the profile of the organization. This makes implementing an effective strategy to acquire resources much easier. This can be a tough endeavor, because many times top level management is so immersed with running the organization from a macro view, that they may be extremely out of touch at a micro level with the technical capabilities of their teams. Being out of touch with technical capabilities of your environment can lead to wrongful application of over expenditures and under utilization of resources. Essentially we work with your team as a board of advisers and small department leaders who have hands-on experience in C-Level strategy, software development, change management, project management and all under one QA environment. This is simply the best way to acquire resources for future projects as it is the quickest way to streamline costs, time and communication. So how do we do this? Let’s take a look below:

a. Find out Organizational Temperature by Conducting of User/Employee Focus Groups, and User/Employee Surveys

Conducting User/Employee Surveys are a great way to keep management’s ear to the ground floor of the organization and ensure user adoption of processes. Understanding the current morale of an employee(s) who has one foot out the door, can have a huge long-term impact. If people start leaving the organization because they don’t feel like management is hearing them out, then this of course only increases your need to quickly acquire resources. What about the long-term effects of this? Well of course it makes hiring for future initiatives very tough. It is imperative that management understands the capabilities of the team, and has clarity on why certain team members might feel the way that they feel. For example, if you have just implemented a new CRM system, they may be experiencing some of the following symptoms, and your CRM project might quickly be headed for unintended consequences of failure.

b. Symptoms of Resistance to Change

>What employees get confronted with: New skills required; New expectations; New and unknown tasks; Changes in work environment; Changes in decision authority; Loss of status.

>Unintended Consequences: Resistance; Slow implementation; Quality problems; Reduced productivity; Increased risk avoidance; Reduced commitment; Negative word of mouth; Lower morale; Disgruntled staff; Loss of faith in management and leadership; Increased turnover.

c. Executive Surveys

> Obtain executive alignment and preemptively identify concerns or biases: Each executive is specialized in their own area of expertise, and may not have experience making decisions in other areas against priorities and criticalities. It is imperative that executives are in alignment and in touch with the ground floor company culture, as this will help avoid resistance to change when it comes to new initiatives. If the executives are not in alignment, how can the employees be in alignment. This is where executive surveys are so important. Let’s take a look.

> It’s time that we all get together and face the elephants in our rooms. We work with your C-Level staff to conduct surveys, segway into discussions at an executive roundtable and pine for executive alignment. Sometimes it’s not a model to acquire resources that you need, but instead it is process refinement. We ask potent questions to help first determine, and then create strategy to form process around our findings. Let’s take a look at some of the questions we might ask.

> Can we conduct the project without a heavy resource acquisition model i.e. what improvements can be made? Have you had an important initiative fall off track, or do you have an important initiative on the horizon? Other questions like, “Why can’t we do A, B or C?” or “Isn’t there a way that we can do this better?” and “what other ways could we monetize this?” Essentially, we are a company that fully partners with your company from the top to the bottom. We begin by working with the leadership and senior executives at organizations to help them envision strategy and turn that into process so that their employees have a platform of which to execute.

3. Planning and Scheduling: Long List vs. Short List Priorities and Needs vs. priorities because everything cannot be a priority

a. We all have needs that must be prioritized, but there are different levels of priorities. Let’s cover.

> Determining mandatory priorities – Business cannot function without these priorities
> Preferred priorities – Painful but there are workarounds for these priorities
> Wish list priorities – Having these priorities satisfied would be a luxury and make business or completing tasks easier

4. Issue and Risk Management using Verification and Validation (Quality Assurance)

a. Having all of your resources come from one QA environment can increase seamless communication throughout your company and project timeline, while avoiding back and forth and creating unity for your project

b. Project Governance: Being able to have resources that can work with you to oversee the project from a 360 degree perspective of your organization with a top to bottom approach can have significant impact on time, costs, organizational clarity, customer satisfaction and employee turnover

5. Iterative Account Status and Reviews: Over-communication is Key

We work with your organization to over-communicate through a strategic method and system of asking questions to obtain a Project Summary and Organizational Status Pulse Check.

a. Project Summary and Status Pulse Check

> What was supposed to happen for the previous week? We summarize with your project leaders as the project advances to ensure tracking of tasks and continued improvement for solution delivery.

> What actually happened? We help by working with your team to apply the use of open ended questions. Open ended questions allows the person responding to use an objective approach based on what they did, why they did it, and why it was important to them. Open ended questions keep the person from going on the defensive. The discussion is not meant to be critical, but rather it is met to ensure that project issues are recognized early on, so that appropriate stop gaps can be put into place. Identifying strengths and weaknesses within a solution delivery project team can help eliminate, or foresee strengths and weaknesses. We help you prepare and design these discussions.

> What can be sustained and improved upon? In obtaining feedback, we help you recognize strengths against weaknesses, and in recognizing certain weaknesses, we consistently refine the model used to acquire resources so that stop gaps can quickly be put into place. This preemptive approach helps thwart weaknesses enroute to potential pitfalls.

Closing Comments and Project Summary

We help you work with your team to summarize the last iteration out on a positive note, and gain alignment and agreement for next steps on the following iteration.

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