What gets measured gets managed

Budgeting

The ultimate measure and pre-requisite for any large scale project is the allocated budget. The budgeting process itself should include various well prepared planning indicators and milestones and take care if the most important visioning, mandating and buy-in efforts.

It is absolutely crucial to identify any decision maker for the budgeting process and obtain their unequivocal support, agreement and commitment to the anticipated budget. Especially because such projects might span over more than one budgeting cycle.

There is nothing more frustrating for all parties involved as to fight or even lose budgets in the midst of an implementation project or its preceding preparation activities.

Budget planning also enforces ownership, control and leadership for the project early-on. Equally important: it establishes and retains a much needed level of management attention that should convince the rest of the organization of the crucial nature of this project and its outcome.

 

Project deliverables under control

Deliverables need to establish clarity, align resources and push the project towards successful completion. When planning for the various deliverables it might make sense to think backwards for a moment: 

When a decision maker is alerted early-on about an anticipated competitive move or even market disruption or finds a crucial piece of evidence for an argument in the board room (to name a few potential standard outputs of the competitive intelligence system), what does this person need to find on the screen or in their inbox?

How does it get there, where does it come from, who contributes, is it validated and fact-checked, commented on, how is it all intertwined with external and internal content and streams?

If you do this exercise as a free and open brainstorm session with the project team and future users, you might be surprised which ideas and needs you might have missed. This is a task for the Specifications & Design phase.

And in order for every deliverable to have a strong value proposition: they all need to be measured because what gets measured, gets managed: 

“I often say that when you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot express it in numbers, your knowledge is of a meagre and unsatisfactory kind; it may be the beginning of knowledge, but you have scarcely, in your thoughts, advanced to the stage of science, whatever the matter may be.”
William Thomson, Scottish physicist, Lord Kelvin
 

This article mentions various project controls that help to steer the project and measure its effectiveness.

This competitive intelligence implementation deliverables guide is based on profound project experience and can help you to set up and run such a project yourself.

If you decide to trust our experience and can't afford own resources, don’t hesitate to contact us. We can advise you or your team or even run the entire project as done successfully many times in several industries. Independent, unbiased and experienced.



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