Programmes in crisis – avoid or recover

Introduction

There are primarily three scenarios i often join an organisation:

1. The business or business unit has a problem and they need help define the problem and its size, know how to form a programme of work to resolve the problem and how to initiate it for success
2. The organisation has started a programme and need architecture support to drive it forward
3. The organisation has been running a programme and it isn’t going the way it should.

lets focus on the last one here, but first remind ourselves on how we can reduce the chances of getting here in the first place……

Setting up for success

The most important first step is making sure the problem is well defined in such a way that everyone involved is clear on the problem. Now most organisations leave a problem to grow and do not address it until it has alarm bells ringing with flashing lights adorned so identifying the problem is not usually an issue, but defining the problem is another matter.

Done right then the definition and the way it is presented will help you throughout the impending change. Done wrong and you will sometimes forget what the problem was, focus on the wrong things or struggle to gain any real productive way forward. That is error number 1.

When things go wrong

As the resulting change progresses through a project or programme of work, the change needs to be structured to ensure that it can pick up pace with a focus on ever increasing quality and a clear and candid approach to presenting things as they are. Measuring the wrong things or presenting a picture of success as reporting moves higher up the chain is a sure fire way of hiding the things that are going wrong and delaying the often inevitable day when things escalate out of control.

Programme managers, directors and stakeholders know in their hearts that things are not going the way things should but feel powerless without having the right measures or right indicators to help. They often fear that their fears may be unfounded and attempting to intervene may make things worse along with a hope that if there are problems lurking down below, those in the know can make things right. Inevitably things continue until things get worse. That is error number 2.

When things go really wrong

Some say that time is a great healer but those people have never worked on a programme that is going really wrong. Here, time is the enemy as deadlines are delayed and problems compound to a point where fire fighting is the normal state. Everyone on the programme is either battling multiple fires or simply lost on what to focus on next. Even those special souls who revel in being the fire-fighting hero’s begin to wane and those that don’t simply give up and leave.

At this stage, most on the programme and everyone who is responsible or oversees it knows that things are wrong, but often do not know the level or how to measure it. After all, if the programme had the right measures in place then it probably would not be in this position. No let me correct that, it is virtually impossible to be in this position as the right measures would have identified the problems much earlier and they would be addressed.

Even at this point, key people are moved on and change is made but often nothing does except budgets and deadlines. That is error number 3.

The art of recovery

This whole site is focussed on helping organisations not make error number 1 above. It is our passion and our goal to ensure that you are setup for success. Think of it as making sure you have all of the equipment you need before you take the leap off the cliff edge. You need to construct your wings as you fall and although you start off in the clouds, the reality of the ground will soon be in view.

This reminds me of a joke – someone asked the falling person “how are things going”…………as he passed each floor he was heard shouting “everything is good so far”…