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Governance and Management of Enterprise Software Implementation

Being Agile will increase the likelihood of success.

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  • Diana Larsen, Author, Speaker, and Agile Coach at
  • Implementing enterprise software is hard. Research shows that 17% of IT projects go so badly that they threaten the existence of the company (Bloch, 2012). You need a framework that will greatly improve your chance of success.
  • Traditional Waterfall project implementations have a demonstrated a low success rate for on-time, on-budget delivery.

Our Advice

Critical Insight

  • Agility outside of software development is still in its infancy. The knowledge to apply it to business processes is lacking.
  • Your best process experts are the same people you need to keep the business running. The business cannot afford to have its best people pulled into the implementation for long periods of time.

Impact and Result

  • Leverage the best practices of project management to deliver value to the business sooner.
  • Follow our iterative methodology with a task list focused on the business must-have functionality to achieve rapid execution and to allow staff to return to their daily work sooner.
  • Engage users and receive timely feedback through the use of timely demonstrations of work completed.
  • Govern and manage the vendor partner relationship to leverage their expertise.

Research & Tools

Start here – read the Executive Brief

Read our concise Executive Brief to find out why you should implement good governance and review Info-Tech’s methodology to increase the likelihood of successfully delivering business value.

Guided Implementations

This guided implementation is an eight call advisory process.

Guided Implementation #1 - Assess

Call #1 - Scoping call: discuss preparations that led to implementation.
Call #2 - Discuss governance and the importance of stakeholder engagement.
Call #3 - Discuss organizational goals, success metrics, and project metrics.

Guided Implementation #2 - Prepare

Call #1 - Discuss how to take your requirements and build a prioritized list of tasks.
Call #2 - Talk about the teams needed to accomplish the project and the impact of changing members.
Call #3 - Discuss the implementation plan and the readiness of the teams to execute.

Guided Implementation #3 - Govern and course correct

Call #1 - Discussion of dashboards and backlog review criteria.
Call #2 - Disaster preparation through the use of scenario planning and the creation of a checklist of transition to operation criteria.

Onsite Workshop

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Module 1: Assess

The Purpose

  • Explicitly define your business objectives.
  • Identify the key stakeholders.
  • Establish your success criteria.

Key Benefits Achieved

  • Goals and objectives of the project.
  • Table of key stakeholders.
  • Key success metrics.




Establish your starting point.

  • Establish the goals and objectives of the project, identify key stakeholders, and determine key success metrics.

Governance structure.

  • Determine your governance model along with the roles and responsibilities (RACI), and then determine the organizational Agile capabilities.

Define your metrics.

  • Establish the key performance indicators (KPIs) that will guide the project.

Module 2: Prepare

The Purpose

  • Establish your backlog of work and the teams performing the work.
  • Test your selected methodology

Key Benefits Achieved

  • A better understanding of the work, both short and long term, to complete prior to transitioning to operations.
  • Stable teams that will perform better over the long term than temporary teams.




Establish your backlog.

  • A prioritized backlog of the requirements to implement.

Build your teams.

  • Decide on your team structure and define data governance and communication plans.

Assess readiness.

  • Test the selected methodology and identify areas for improvement or enhanced governance.

Module 3: Govern and Course Correct

The Purpose

  • Understand the need for a simple dashboard.
  • Course correct with backlog grooming.
  • Develop a transition checklist for the executive steering committee to use to determine when to transition to operation.

Key Benefits Achieved

  • Team will complete requirements on a steady cadence with regular check-ins to determine if course correction is needed.
  • Steering committee remains informed through the dashboard and ability to see progress in the iteration end demos.




Govern and manage.

  • An executive dashboard and a reviewed backlog.


  • Scenarios depicting success or failure of the project and the potential risks and an executive checklist to assist in the decision to go operational.

Member Testimonials

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Guided Implementation




Search Code: 90062
Published: October 30, 2019
Last Revised: October 30, 2019

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