"Up to 30 percent of a program's monetary value can be destroyed by operational readiness failures," the Deloitte study said. "In the complex interaction of technology, infrastructure and process, the human level is often the biggest challenge." The timeless success factors are derived by the analysts from the experience of the 2012 Olympic and Paralympic Game in London.
1. Start Early
Focusing on the goal from the start and getting senior leaders involved in the program early on, the study says every decision is made in the light of operational impact: "This culture will permeate the organization as it grows as a result of the operational start of the project."
2. Ensure Support from Above
The bridge between conceptual design and execution can only be bridged with leadership support. Therefore, in a larger project, an operational readiness director should be appointed.
3. Clearly Define Terms
"Readiness can be a nebulous concept," Deloitte points out. Therefore, it is central to translate to implementable building blocks. Clear goals are at every level.
4. Develop an Overarching Strategy
For each formulated goal, it must be clearly defined by the start of who is responsible for advancing and delivering. If there are many project teams, this can deepen the anchoring of the desired culture.
5. Integrate with the Program Schedule
The readiness actions must be concrete results in the overall framework.
6. Establish Clear Roles and Responsibilities
Actions, topics, and risks must be actively managed. It is equally important to communicate them openly. "Strong governance, which includes external partners as well as internal functions, helps to learn the lessons learned and to deliver on the learning outcomes," said Deloitte.
7. Learn from Experience
Anyone who relies on the type of learning culture creates analysts' sense of teamwork, participation and commitment.
8. Measure and Communicate Progress
In the course of the project, achieved sub-goals should be made transparent - for example through classical training courses and reviews. A qualitative and quantitative framework can help to identify progress, disclose capacity, highlight risk areas and keep stakeholders on board.
9. Keep an eye on the positive
Focus on what can go wrong, in Deloitte's view, distracts from what needs to be done. Crisis scenarios must exist. But they should not be distracted from the goals to be achieved.
Deloitte so earnestly puts together the lessons from the Olympic experience that seem to be generally transferable to project management.