A Thoughtful Project Approach: Change in 5 Crucial Steps

So how do you create a seamless connection between the process, human and machine?

In an era when companies are constantly adapting to changing market demands and increasingly stringent regulatory requirements, business processes are becoming increasingly intertwined with their IT infrastructure.

Sometimes, however, it seems as if they become entangled rather than seamless. In this article, we emphasize the critical importance of a systematic approach: understand the processes first, then optimize them, and only then translate them into software applications. Unfortunately, all too often we see organizations trying to force processes into existing software capabilities, leading to a skewed human-machine relationship and error-prone processes.

So how do you create a seamless connection between the process, human and machine? For us, this starts on the shop floor. The starting point of a successful project involving IT is a thorough inventory with the employees who work in the process every day. It is essential to understand what employees are proud of (we need to keep that) and what they are up against (possible low-hanging fruit for improvement). Our architects prefer a hands-on approach: they like to join us on the shop floor first. They watch along, experience the process and ask questions. Not just about the systems, but especially about how the processes really work and where things might be faltering.

After gaining a thorough understanding of the process, we proceed to the next step: visualizing the process. For this purpose, we like to use Miro, which allows us to quickly create attractive visual representations of the process we want to optimize. By walking through the visual representation together with stakeholders, they gain a better understanding of how the process works and identify areas for improvement. During such sessions, we often hear comments like "Are we really working this way?" or "This really needs to be different." This provides a valuable starting point to initiate change. Within the visual view, we can brainstorm and add digital "post-it" notes so that we can later shape the project in Jira and Confluence with just a few clicks.

One of the biggest challenges with change is that most people naturally tend to cling to what they know and trust. Even recognizing that stagnation is actually regression, we as humans are often reluctant to change. On the other hand, IT professionals are sometimes faced with the limitations of existing systems or get caught up in day-to-day concerns. Our Enterprise Architects are specialists in bridging these two worlds and understand how to effectively stimulate change. Moreover, we are aware of the "change curve," understanding that people in different phases of change need time and space to adapt. Change can be learned, but not enforced.

In this phase, we are still in the early stages of the change process, well before actual implementation begins. The emphasis here is on thoroughly understanding and evaluating the process subject to change, as well as actively engaging relevant stakeholders. This attention to detail and involvement ensures smoother implementation and helps avoid unexpected complications and discussion points during implementation.

Phase 1: The Exploration (Sniff Phase).

This phase often begins with workshops involving middle management or directors, with the goal of getting a clear picture of the strategic goals the company wants to achieve through the intended optimization or change. This involves defining the "green dot on the horizon. What should the change achieve and what strategic goals are being pursued?

Phase 2: The Idea Stage (Braindump Phase).

In this phase, we encourage creative thinking and brainstorming about the options available, the development of plans and the possible investments associated with different choices. We analyze how quickly the investments can pay for themselves and what the impact will be on customers and customer satisfaction. Workshops, such as those using a Business Model Canvas, Technology Product Canvas, or a combination of different methods, help to think out-of-the-box and generate enthusiasm for the upcoming change. This phase focuses on generating ideas and exploring possibilities."

Phase 3: Stakeholder Consultation (Inventory Phase).

During this crucial phase, it is critical to communicate extensively with all stakeholders. This includes not only listening to their ideas and insights, but also actively engaging their perspectives. The goal is to understand where they see improvement opportunities and visualize the change. This phase forms the bridge between the information obtained, the business strategy and the established vision of the future (the "green dot on the horizon").

An important tool here is the use of visualizations, making the current situation tangible and discussable. This helps develop an increasingly concrete plan. By involving employees in this phase, they become active participants in the process and feel co-responsible for the success of the change. This involvement is essential for creating support and promoting the success of the change initiative.

Phase 4: Substantiation with Data (Analysis Phase).

In this phase, we delve deeper into the information and opinions gathered by testing them against available data. People often have specific perspectives or viewpoints. By comparing these insights with actual data, a completely different picture may emerge than initially thought.

An illustrative example comes from the logistics industry. Suppose you enter a warehouse and see that the entire floor is full of pallets. At first glance, you might conclude that the company is shipping a lot of pallets. However, a thorough data analysis can reveal that there are only 20 pallets on the floor, while elsewhere in the warehouse there are two racks with a total of 150 packages. This shows how data analysis can help inform assumptions and base decision-making on factual information, rather than quick observations and assumptions. The goal is to drive on the right facts, which is essential for effective change."

Phase 5: Concrete Elaboration (Design Phase).

In this phase, we combine all the collected perspectives, requirements, strategic considerations and data to develop a concrete roadmap. We use various tools to define the technical implementation of the project crystal clear, including:

• Blueprint : This includes detailed mapping of the process, linking it to relevant systems, functions and other relevant aspects. With this we create a visual overview of the entire project.

• RASCI Matrix : This matrix defines who is responsible for what (Responsible), who should be informed (Accountable), who supports (Support), who should be consulted (Consulted) and who should be kept informed (Informed). This clear assignment of roles and responsibilities promotes streamlined execution.

After preparing the design, we return to the client to discuss and validate the design in detail. Once the design is approved, including all the details, the project can begin.

Our experience has shown that this approach leads to a smooth implementation with minimal resistance within the organization and few unexpected technical obstacles. This helps to implement the change project effectively and efficiently.

Adapting the process to technology, rather than forcing technical capabilities within the organization. That's what makes the difference in every project.