The major barriers to successful IT change were issues such as executive sponsorship and communications/involvement.
- I accept full ownership and responsibility for the project.
- I buy into the project and fully support its purpose.
- I have a strong understanding of the business domain and the concerns of the end users and beneficiaries of the project.
- I have produced a thorough and realistic business case and know that there is a valid reason for undertaking the project.
I provide the team with a clear and lucid picture of the project’s aims and
objectives.
• I clearly articulate what project success looks like and have provided the team
with a prioritised list of measurable success criteria.
• I understand that trade-off’s may have to be made between budget, time and
quality as the project progresses.
• I continuously validate that the project’s deliverables will produce the expected
business benefits.
• I have a high degree of gravitas and respect within the organisation.
• I have the authority and control to make decisions over finances, scope and
resources.
• I inspire and provide focus to the team.
• I set a good example as a role model.
• I am able to make (and stick to) decisions.
• I avoid making kneejerk decisions and seek to be congruent, timely and
consistent.
• I am proactive in the resolution of major risks and issues which come to my
attention.
• I actively prioritise requests and features from competing voices.
• I have sufficient understanding of the technology involved in software projects.
• I understand the challenges in planning a project and accept that a degree of
flexibility and openness is required from my part.
• I earn rather than demand respect and I never criticize a team member publicly.
• I spend sufficient quality time with the project manager and steering committee.
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