Telecom & Technology Consulting
Confidence is a key attribute for any IT leader. To be successful, they must firmly believe in their vision and ability to execute. Yet based on a recent survey, over 70% of technology executives believe there’s a chance their projects will fail.
This brutally honest opinion is why tech leaders carry out pilot projects before committing to a full-scale initiative. Small projects determine the feasibility of a major project, and can shed light on both potential roadblocks and opportunities.
The findings of a pilot project also allow IT leaders to make informed decisions based on anticipated timelines, resources, and costs. In short, they discover if the anticipated larger project could deliver as they hope, all with a minimum investment.
This is a sound strategy, at least in theory. But when should CIOs expect to see measurable results from the pilot project? In general three months is sufficient for the project. Of course, the actual time frame depends on the specific aspects of the project, such as the technology or system being tested, as well as the nuances associated with the industry (finance, automotive, retail, etc.).
Whatever the case, from the outset leaders must define the specific results for the pilot to be considered viable. They also need to share these expectations with the pilot project team, the board, and all relevant stakeholders.
All leaders understand, however, that even the most well-thought out and prudent plans can have unforeseen pitfalls. Estimations, such as timelines, in many cases lean more toward art and less toward science. And as much as we think we’re objective, emotions and assumptions can often obscure our judgment.
For example, many perceive pilot projects as “tests”. As such, from the git-go, the project isn’t carried out with the zeal and attention to detail that would normally be applied to a large-scale project. Priorities don’t line up in the right order, there’s a lack of enthusiasm, and ultimately the projects stagnates. That’s why pilots need to be taken as seriously as any other initiative.
It’s also critical to put pilot projects to bed as soon as there are signs that they won’t work. This allows you to immediately pursue new avenues of innovation. Otherwise, you waste precious time and resources for projects that are doomed to fail.
As with all projects, the success of a pilot depends on the quality of communication with the team and stakeholders. You don’t only have to get clear buy-in on goals and methods of implementation, you have to ensure genuine enthusiasm for the project. This is why there must be a smart yet easy to execute communication plan from day one. Any level of ambiguity can lead to failure.
But what should IT leaders do with underperforming pilot projects? Be decisive. Of the dozens of clients we’ve consulted for over the years, I can’t recall a single organization that didn’t have at least one pilot project stuck in neutral. They either didn’t have the necessary time to put in the proper amount of work, or the team made the pilot a low priority
Don’t allow mediocre pilot projects to stick around when they’re actually getting in the way of true innovation. Being decisive shouldn’t be perceived as losing patience. Rather, you clear the way (financially and otherwise) for people to devote themselves to more important initiatives.
Some may fear that the CEO and board of directors will frown upon this course of action as “failure.” But contrary to that concern, they will more often than not appreciate how you shut down an underperforming project before it drained even more investments. From their perspective, which is focused on ROI and competitive advantage, there’s simply no room to wait and wonder. Take action today and move forward.
