Three critical success factors for program success

Managing the implementation of a complex technology program can be highly challenging, especially in the transportation and fare payments space. In this article, we draw out three critical success factors to consider if you are involved in sponsoring or leading these kinds of complex technology programs. They apply equally on both the buying and supplying side and should be considered alongside any industry frameworks your organisation may be using for program management, engineering, test and other disciplines.

 

The three critical success factors can be summarised into the following areas:

1. PM and team resource, capability, and teamwork
2. Governance, management support and maintaining mandate
3. Organisation, delegation of authority and creation of a culture of accountability

 

With regards to PM and team resource, capability, and teamwork, it is evident that programs depend on people and fundamentally a good PM will have the experience to know that to be successful they need the right people on their team. The PM will need to have the ability and connections to be able to build and lead this team. Assuming the proposed team have the technical or functional skills required, they will need the following qualities:

• High integrity and willingness to trust each other
• Preparedness to disagree
• Commitment to the team and program
• Deep sense of personal accountability
• Stamina, with laser focus on delivery and results

 

A foundational quality within a high performing program team is trust between each team member, which includes the wider team delivering dependencies to the program. It is crucial that there is trust between each team member that other team members will be supportive, do the right thing and of course, that they will deliver. The second quality is preparedness to disagree, to be persistent, to argue their point and to ask for help as better decisions are made with a diversity of view. The third and fourth qualities are to have a 100% commitment to both the team and program and as part of this they must be prepared to take personal accountability for their own (and their teams) welfare and deliverables. Lastly, they must maintain a laser focus on getting the job done and naturally, have the stamina to hold course or adapt until they get results.

 

Assuming you are using an effective project or program management framework, for example, PRINCE2, PMBOK or MSP (or similar / a derivative) the second set of critical success factors are Governance, management support and maintaining mandate. Implementation of effective governance brings the means and method to bind the program together, to report progress and maintain buy-in (and ownership) of all parties (including support of senior management) and to manage risk and record decisions. If the governance is set up and managed well, it will help maintain the program mandate and the momentum and power of the program to get things done. Senior management support and leadership here is fundamental, both from the accountable executive sponsor but also their peers and bosses. Everyone should be behind the program if the decision has been made by the organisation to do it. Senior people on both sides must make themselves responsible for the program their organisation is delivering and lead by example.

 

The third set of critical success factors is Organisation, clear delegation of authority and creation of a culture of accountability. Being clear on the organisation includes ensuring everyone on the program from the most senior executive down is clear on their role and responsibility and what is needed or expected from them. Whilst this must be communicated repeatedly, the benefits are that it reduces confusion and duplication of work, helps with task distribution, improves efficiency, helps planning and boosts team morale. Delegation of authority again improves managerial efficiency and empowers and develops team members. Lastly, to create a culture of accountability it is important to be very clear on what is required, follow-through when tracking progress and most importantly deal with gaps in performance within the immediate and extended team. This helps to ensure that everyone from the top to the bottom of the organisation delivers on their commitments to the program.

 

Whilst this list doesn’t contain every factor required to make a program successful, addressing these critical success factors will be of great help. Having focus on these areas from initiation will give your program a much greater opportunity to deliver the required business outcome.

 

Please reach out to see how Osmodal can help you address these critical success factors on your program.

 

Osmodal is an Australia-based project management, engineering and test professional services organisation with specialist experience in transportation, automated fare collection and contactless payments system implementation.