“IT” Projects Are Dead

Scott Francis
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Derek Miers recently wrote that “All Projects are Business Projects” – echoing something that our own Lance Gibbs often says to our team.

In a very real sense, for many businesses, “IT” projects are dead.  Very few projects originate in IT, funded by IT, justified by IT, implemented by IT, and delivered by IT without being driven by the business needs of the company.  Mostly these projects have focused on building out capabilities and tools that IT hopes the business will put to good use.

But that doesn’t mean that IT is going away. Far from it.  IT is alive and well. But IT is too important to the business to leave it off on its own island to fend for itself.  The IT that matters is being more closely linked to business than ever.  *Business Projects* increasingly require technology.  Any IT that isn’t part of a business project is probably being outsourced to companies that focus on that.

The business doesn’t want a hammer or a nail; they want something of value – the house. It’s not important that your solution has this product or that techno buzz-word. They don’t care for how cute your big data credentials are; or whether your mobile mojo has trumped your social ace in the hole. These sorts of trends – big data, mobile, social – are just like, well, like the context within which the house sits.

And this is the key differentiation – that companies and business executives have moved on from being wowed by tooling. They’re only wowed by the whole picture of value creation-  the house, as it were.

Derek wraps with:

In business architecture, it’s those soft skills – empathy, facilitation and coaching – that are the keys to success. Helping managers see the world differently is critical – creating the alignment and engagement usually starts at the top. If you’re really good at it, then you could end up coaching the senior executive team.

It turns out, these are the precise skills that are hardest to refine and identify in BPM professionals – the soft skills; the subjective judgment calls based on experience. And it is what we spend the most time working on at BP3.

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