How to Sell Your IT Projects: The Criticality Index
Transforming Banks for a Digital Future: The Winners, The Losers, and the Strategies to Beat the Odds
There is of course another way to think about the notion of "having your business colleagues do the selling for you." It involves making a few modifications to your thinking that, when applied consistently, can radically alter the relationship between IT and the business. What's more, these few changes can create an environment where the business is essentially selling every single IT project for you.
I know. It sounds too good to be true. But I've seen it in action and it's a beautiful thing. Here's how it works.
First, you establish a principle that every IT project/initiative from now on will carry with it a measure of business criticality, i.e., how critical this particular initiative is to the business. Your criticality index can be based on the following chart.
Business Criticality Index
Level of Criticality
Degree of Business Support (as expressed by the senior executive(s) who are served by the project/system)
Worthwhile endeavor: I support it and feel it's worthwhile. I can express some solid general reasons
for my support.
There is a good business case and ROI for this project that I can defend.
Game changer. This
project has the potential to significantly alter the competitive landscape
for our organization and I/we really need to do it.
This is a must-do project due to regulatory requirements, external market demands from customers, or
competitive table stakes. Basically, if we don't do it, the future of the
organization is at serious risk.
Once you have this rating system in place, you can approach the CFO and the CEO with the request to include the criticality index as part of the budget approval process. You explain that this index will be helpful for setting funding policy and priorities. For example, during lean times the CEO may decide that only projects with an average level of 3.1 or higher get funded. Then, in fat years, he may lower the number to 1.5. (From personal experience I can tell you that CEOs and CFOs absolutely love this. They feel as if you have suddenly given them a whole new level of control over the IT budget. You get instant hero status.)
Now comes the best part. When you review your projects or budget items with your business colleagues, you let the business users know that if they want anything at all, and I mean anything, they have be very clear as to how critical it really is. Because without a criticality measure, YOU can't even consider it. After all, it's part of the company's governance and approval process.
All of a sudden the game changes. No more taking anything IT does for granted. Laptop upgrades, new reports, iPhone support, whatever. If it's something the business community wants, they have to put a number on it. And they have to be able to back it up. (You will of course generously volunteer to help build the business case with them.)
You see how this works? Now you tell me, who is selling to whom. Here's the best part. If you get pushback from a rogue customer on a commitment, just leave the criticality index for that customer blank. Let the CEO handle it for you. That way, you aren't begging for support, you have baked it into the process.
What you can expect
Over time, your business leadership team will get used to the criticality measure and recognize that they have a permanent role in selling and supporting IT projects. They will partner with you on the basis of self interest, not because you have "sold" them on the idea. And when that happens, you'll really understand the power of that old IT management saying: "If you want to be truly successful selling your ideas and projects, don't sell them at all. Have your colleagues/customers do the selling for you."
About the Author
Marc J. Schiller, author of "The 11 Secrets of Highly Influential IT Leaders," is a speaker, strategic facilitator, and an advisor on the implementation of influential analytics. He splits his time between the front lines of client work and evangelizing to IT leaders and professionals about what it takes to achieve influence, respect and career success. Download a free excerpt of his book at http://11secretsforitleaders.com
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