CIO OPINION
Even with all these things , success can still be elusive .
When data projects start to slip – such as by failing to achieve key milestones , objectives or expectations – it can lead to doubt over whether the business case is as sound as it once seemed . It can also lead to negative perceptions of – and negative sentiment being directed towards – the data platform itself and particularly to the vendor technology that underpins that platform . But technology is rarely the root-cause of the problems . In a lot of cases , the chosen technology can adequately perform the task it ’ s been purchased for .
Often , the path to improvement is about taking the energy and enthusiasm that exists internally for data and for the program of work and more effectively channeling it to produce results .
Minor tweaks in communication , vision , ownership and prioritization can drive major improvements in ability to execute and value .
These improvements can materially steer a data project back onto the right path towards utility insights and value creation .
Communication and leadership implementation teams , then the strategy won ’ t be as successful as it could be .
Gaps may also be present in organisations where data teams have been empowered to come up with their own overarching data strategy for the organisation .
Empowerment can lead to improved accountability , ownership and results . However , business leaders still need to provide context about the business environment , desired benefits , financial constraints , timeline constraints , risk appetite and so on , to empowered teams . Without executive input , strategies developed closer to the coalface may prioritise different goals , which can influence the data platform that is designed and provisioned .
This can lead to misaligned expectations , misunderstood requirements and underutilised data insights . It may also lead to wasted efforts , as teams may work on incorrect assumptions or incomplete information , resulting in outcomes that do not meet the project ' s – and executive sponsor ’ s – intended objectives .
Placing project goals ahead of personal goals
One key reason why data projects fail is because a gap exists between the executives that signed off on the project and the teams executing it .
A solid strategy and cohesive direction may exist , but if it isn ’ t effectively communicated and cascaded to the
Data projects provide tremendous opportunities for individuals to grow and upskill in emerging technologies . This enthusiasm should be encouraged , but also harnessed in a way that benefits the project delivery . Where things can go wrong is if the desire to develop certain skills leads individuals or teams to go
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