"If you define the problem correctly, you almost have the solution." - Steve Jobs

When you want to talk about future plans with the decision makers in the business, how often do you get handed a broken laptop in return with the comment "fix that first?"
Does it feel like groundhog day where the same problems rear their ugly head time and again?
How is the reputation of IT? Despite your best efforts are you still seen to be delivering late and below quality?
What we have are symptoms of a deeper malaise. We need to understand what's of real value to our peers, ensure we're targeting the root causes of the failures and demonstrate our success.
"Keeping the lights on" and the "trains running on time" is a major challenge still today. There are many reason for it, but overcoming those obstacles will be a major source of credibility. What to do?

Get a Seat at the Decision Maker's Table

We believe the potential to steer a clear path and avoid the common obstacles lies within your team.
That path is "DAMAC" TM :
  • Define Benefit. What's in it for them? Whatever you do, there has to be payback for the recipient of the service, project or idea.
  • Align Outcomes to IT activities: Ensures that you answer the question "Are we doing the right activities?"
  • Measure Outcomes: The critical ingredient that tests whether we deliver value in concrete terms and hold ALL stakeholders to account.
  • Analyse Root Cause. Rather than attributing blame, let's focus on WHY there is a gap between what's measured and expected.
  • Continuous Improvement. Put in place interventions that stop the problem from occuring again.

The Outcome

Feel sufficiently confident to implement the techniques on leaving the workshop with an action plan to transform the partnering role in your organisation.

"The extra information Jon added from his own experience was very useful and during the course we often referred to the situation in our own organisation."

Anon

Benefits of applying the workshop techniques:

Clarity of Purpose...

  • ...for the IT service and project team
  • Start sifting between those activities that add value and those that don't
  • Identify the contributions business peers make to the final outcome.

Alignment

  • Demonstrate how Information Technology contributes to the goals of the company.
  • Challenge assumptions on why an activity ought to be done.

Return on Investment

  • Make "Value" tangible and real for those impacted by IT or Digital.
  • Create meaningful measures that help articulate success.
  • Hold people to account for delivering the outcome (not the activity).

Credibility

Slowly but surely, get the trains running on time by continuously targeting those failures that cause derailements to occur.

Value Management Outline

Define Benefit

  • Value Proposition Template
  • Values And Establishing Benefits
  • Sample and Templates

Analysis Of Root Cause

  • Case Study
  • Fishbone Diagram
  • "Five Whys"
  • Failure Modes And Root Cause

Align Business Outcomes to IT Activities

  • Defining Outcomes
  • Establishing The Link Between Activities And Outcomes
  • The Activity And Importance Of Alignment
  • Alignment Template

Continuous Improvement

  • Value Stream Mapping
  • "TIMWOOD"
  • Brain Storming Tips
  • Solution Assessment Tips

Measure Outcomes

  • Define Metrics That Demonstrate Delivery Of Business Outcomes
  • Outcome Measurement Framework
  • Examples And Ideas
  • Measure Metrics!

Overview

  • Context
  • Groundhog Day And A Day Of Strategic Partnerships
  • Credibility Through Continuous Improvement
  • Value Lifecycle
  • Implementation

What you'll get:

  • Clear framework and approach oriented towards business outcomes
  • Tools you can use.
  • Practice in the techniques
  • Case studies and experience from facilitators who've been there and done that
  • Opportunity to stand back and reflect on personal as well as team performance
  • Action plan

What we bring:

  • Thought leadership and years of experience
  • Insight into the application and current challenges many practitioners face (you're not alone) 
  • Selective use of techniques that add most value, formulated in a way that can be adopted easily.
  • The option of coaching either in groups or 1:1 subsequently to the workshop
Enter your contact details below for more information about Value Management and we'll get back to you!

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Building Credibility To Get A Seat At The Decision Maker's Table

Blog post on the rationale of our approach

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