Актуальные исследования • 2024. №30 (212) Информационные технологии | 11 3. Project Steering Let's examine how these factors influence gov- ernance in technology transformation projects. Offshore (remote) teams typically necessitate more time for mobilization compared to in-house teams. This includes selecting resources, provi- sioning necessary toolsets and equipment, and providing training. A significant challenge arises from the independent operation of these teams, which can complicate rapid communication and potentially hinder productivity.
Offshoring organ- izations often require extensive upfront documen- tation before work can commence, such as detailed specifications, action plans, approved access to IT systems, and provisioned infrastructure. These traditional approaches and planning methodolo- gies tend to slow down delivery speed. Addition- ally, offshore teams may lack sufficient business understanding, which poses challenges for tech- nology transformation projects requiring robust business user engagement, such as discovery, test- ing, and remediation activities.
Engagement challenges Engaging key stakeholders requires purposeful interaction, avoiding unnecessary discussions that do not add value, and maintaining a clear focus on the transformation's value and the support needed. In many cases, key stakeholders such as the head of finance, head of IT, and head of architecture seek a certain level of detail from the project manager to gain confidence and understanding of the spe- cifics. They also prefer project manager ensures broader alignment with other departments before engaging in discussions. Effectively convincing these key individuals of the objectives and ex- pected outcomes often results in their full support and endorsement.
This challenge is particularly common in or- ganizations with many business users that may be impacted by transformations. This could involve numerous end markets, divisions, regions, or busi- ness units, all of which must fully understand the change's purpose to secure their buy-in and spe- cific support. In some cases, it may be necessary to engage directly with senior stakeholders from these departments or units to gather their buy-in and secure pre-agreed support from their respec- tive teams. Another challenge with offshore teams is the time it takes to fill roles with resources possessing the required skill set and level of expertise.
It is ad- visable to personally interview key offshore roles to ensure the right resources are selected for criti- cal positions. The hidden costs of offshoring may also be significant. According to Gartner [2], organ- isations with low product and portfolio manage- ment capabilities (PPM) may depend on the skills and abilities of key performers to get work done. It may also require expertise and resources provision from non-project related teams, including third- party vendors, to complement actual project re- sources. Project steering challenges.
Typical project steering, illustrated in Figure 3, is divided into strategic (Steering Committee), tac- tical (portfolio alignment), and operational (drum- beat) components involving key teams. Steering challenges are inherent in complex organizations with intricate technology landscapes, requiring project managers to seamlessly integrate projects into the company's overall agenda and portfolio while considering all interdependencies and miti- gating associated risks.
Mobilisation challenges Mobilizing business users, including various stakeholders such as markets, divisions, depart- ments, and specific end users, necessitates a com- pelling financial savviness outlining the rationale for change and the benefits it brings to end users. This responsibility is typically not assigned to off- shore teams due to its specific nature and the nu- anced handling required in technology transfor- mations.
Offshore teams may facilitate meetings and organize follow-ups, but the ownership of de- livering the message (including financial benefits from the charge) and ensuring its alignment with business goals typically rests with the project sponsor or in-house project/program manager. For instance, projects involving end-user test- ing must align testing periods with other projects' requirements due to limited business user capac- ity. Another challenge arises from various organi- zational change freeze periods, such as year-end closures, Sox freeze periods, or system blackouts during major upgrades like SAP ERP annual up- dates.
Despite these planned activities, navigating a dynamic business environment demands mana- gerial agility and resilience in providing regular updates and responding effectively to senior-level reporting requirements.