October 28, 2020
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Common modernisation mistakes – part 2
We ask our experts, what are three most common modernisation mistakes seen throughout their career
Modernising an IT system, especially those that are highly complex, can prove difficult for many organisations. In a series of blogs, we ask Jumar’s business technology experts what the three most common modernisation mistakes are that they have seen throughout their career.
We speak to Jumar’s Programme Manager, Tim Hurst. For the past 14 years, Tim has managed full life-cycle technology programmes, legacy application modernisation and transformation change within insurance, FMCG, Pharmaceutical and public sectors.
Here is what Tim has to say:
Adding to Adrian’s previous comments, from my experience the mistakes I have witnessed surround:
1. Not reviewing business processes
Attempting to replicate the existing functionality into a new system without either optimising or transforming (as appropriate) the associated business processes is a very common mistake. It is a missed opportunity to streamline business process as part of the legacy modernisation and improve the overall operational efficiency of the business.
2. Heavy customisation of COTS packages
The second common mistake I have observed is selecting a product and then heavily customising it to meet the business process rather than tailoring your business processes to fit the product. Customisation can negate the main benefits of adopting a product as bespoke configuration is generally expensive to maintain and can hinder adopting future product releases.
3. Incorrect project prioritisation
Sometimes modernisation projects are not correctly prioritised or awarded the required funding when being considered alongside other business initiatives. Through portfolio management a balanced scorecard can be used (with appropriate consideration in the scoring mechanisms for “must do” activities that address audit compliance and corporate risk items management) to ensure the appropriate priority and strategic alignment is measured and agreed; this helps to obtain buy-in from key business stakeholders and raises the profile of the project.”
If you would like to discuss any of these points in greater detail, contact us.