'Deliver On Promise' - Enterprise Standards

Deliver On Promise

Phase 1: Set direction and context

Develop a foundation for delivery and establish a clear view of what success looks like - across the organization and with relevant partners.

  • Identify desired outcomes

    • Capture purpose and goal (strategic intent)
    • Detect desired oucomes
    • Map stakeholders involved
  • Determine priorities

    • Identify performance and value expectations
    • Understand implications and requirements
    • Evaluate risk involved
    • Determine priorities with stakeholders
  • Set targets/define success

    • Determine measurements of success
    • Define executive accountabilities
  • Understand the challenge

    • Evaluate past and present performance
    • Review the current state of delivery
  • Set direction and context

Phase 2: Establish clear accountabilities and metrics

Define clear accountabilities, key performance indicators and scorecards are balanced and cover both performance and health, and metrics cascade where appropriate.

  • Establish metrics and trajectories

    • Capture performance and value expectations
    • Prioritize critical outcomes with time-bound goals and trajectories
    • Define key performance indicators and data sources
    • Outline scorecards
    • Agree on routine scorecard review
  • Define clear accountabilities

    • Establish clear accountabilities and metrics
    • Cascade performance metrics to roles involved

Phase 3: Create realistic budgets, plans, and targets

Plan to deliver with milestones, data and trajectories. Understand the delivery chain. Build capacity at every level including the centre. Targets stretch employees but are also fully owned by management, and they are supported by appropriate resources.

  • Plan for delivery

    • Specify the scope of delivery
    • Capture performance and value expectations
    • Gather high level requirements
    • Develop delivery plan with high level activities, milestones, phases and timelines
    • Chart methods used, systems impacted
    • Determine workload efforts, skills required and roles involved
    • Define budget, performance measurements and dependencies

Phase 4: Track performance effectively

Create routines. Reporting gives a timely view of performance with appropriate detail, and it does not burden the organization.

  • Build the delivery unit

    • Establish a guide coalition and delivery unit
    • Understand the delivery unit challenges
    • Agree on delivery outcomes and metrics
    • Review delivery unit dependencies and risk
  • Delivery and track performance

    • Put implementation plan into action
    • Setup performance effectively
    • Establish routines to drive and monitor

Phase 5: Hold robust performance dialogues

Solve problems as they arise. Performance reviews are both challenging and supportive, and are focused, fact based, and action oriented.

  • Robust performance management

    • Put implementation plan into action
    • Review scorecard performance effectively
    • Establish routines to drive and monitor
    • Solve problems early and rigorously
    • Sustain and continually build momentum
    • Create an irreversible delivery culture
    • Build systems capacity all the time

Phase 6: Ensure actions, rewards, and consequences

Establish the right relationships. Persist and take action to improve performance, and there are visible consequences for good and bad performance.

  • Continuous Delivery Improvement

    • Routinely track delivery challenges
    • Identify performance gaps
    • Understand root-cause
    • Define action required to improve performance
    • Stakeholder communication of delivery
    • Communicate delivery status to delivery unit

“Deliver on Promise” in Practice

  • What works well – best practices of “Deliver on Promise”

    • United Kingdom case story
    • German Government case story
    • United States case story
    • Value Realization of “Deliver on Promise”
  • What not to do (anti-patterns)

  • Way of thinking, working and implementation

  • Value Realization of Deliverology

View the Deliver-on-Promise Lifecycle here! 

 

LEADing Practice - Enterprise Standards

LEADing Practice is an Enterprise Standards body focused on developing and providing repeatable and reusable Best Practices (what works well), Industry Practices (performance accelerators), and Leading Practices (outperforming and value patterns). The Enterprise Standards are packaged as integrated Reference Content that structures an organizations Way of Thinking, Working and Implementing, thus linking Strategy with Operational Execution.

LEADing Practice represents a new breed of Enterprise Standards and is recognized as a paradigm shift by the global business and IT community to empower, through its Reference Content, a structured way of thinking, working and modelling enabling organizations to innovate, transform and deliver value.

The LEADing Practice Leadership Team comprises academic and industry thought leaders; delivering a fully-integrated and continuous improvement approach. LEADing Practice Enterprise Management Standards Announcement Tweeted here!