Deploying a systemic communication strategy for large and complex programs in IT environment: A systems and cybernetics perspective

This paper presents a model based on systems engineering and cybernetics principles to address the need for crafting and deploying a systemic communications strategy for large and complex transformation programs in Information Technology (IT) environment. “In today´s fast paced business environment most of the programs are very large and complex in nature. Complexity in IT transformation programs is compounded by the changes in business contexts and the technologies they deal with. Still in most organizations, comprehensive program management framework remain more the exception than rule, leaving managers to frame their own rules - pick up the pieces - as each program takes on its own avatar. This often leads to losing focus on the core program objectives”[1]. The most widely used program management frameworks namely - Managing Successful Programs (MSP®) of the Cabinet Office of HM Government of UK and Program Management Professional (PgMP) of the Project Management Institute (PMI) were considered. These frameworks [8] [9] describe in greater detail what needs to be there in the program communications strategy. Communication is indeed, the key to the success of program. This paper focuses on how to develop a systemic program communication strategy. This paper describes a model to craft a systemic program communication strategy using systems engineering principles and deploy the same effectively. The model is called SNAC™. This stands for Stakeholders, Needs, Alterables and Constraints. This model is used to increase variety in the system in focus. Stakeholders are identified in categories like internal and external to the program. This involves identifying all stakeholders in the program, their needs, interests and influences. The Stakeholders, their needs, constraints and the alterables that are introduced to overcome the constraints are identified and considered. Alterables are the things that the organization believes it can alte- or change. This model enables to identify key program objectives. This also involves identifying key themes of the program which form the levers of transformation. The program objectives that translate to program outcomes form key inputs in formulating the communication strategy. The stakeholders, their interests and influences help focus on the key themes of program communication strategy. This helps the program managers/directors to focus on key themes that need to be communicated to relevant stakeholders at right time when they are needed the most during program lifecycle. The paper covers an overview, the theoretical basis on which this model has been built. It also covers the model itself in detail. The paper also illustrates a case, which used this concept, conclusion and future direction for the framework. The model was deployed successfully to formulate and execute communications strategy of a large IT program of customer services transformation for a water utility company in Europe providing clean and fresh water to around one million households and also treat and recycle impure water from nearly two million households resulting in enhanced customer satisfaction. This also resulted in on time and on budget delivery of IT transformation.