Analysis Partners facilitates the successful engagement between business and digital transformation providers.


Our organisations are continuously changing and evolving, and the drivers of change are often contradictory and complex. We can help our people to create an environment of collaboration, energy and productivity that will deliver business results that benefit the whole community.  These outcomes are why our organisations exist. We need to become agile and responsive.


The business case is now about how we move beyond a focus on digital take up, and begin connecting intelligent networks to transform the service experience. Adapting intelligently to this new environment is not just about running new information technology projects, it involves inventing new partnerships and business models.


Mismanaged IT projects routinely cost the jobs of top managers, they have destroyed organisations. Contemplate what would happen to your organisation if a significant project ran over budget by 200%, overtime by 70% and delivered only 25-50% of the proposed benefits. Harvard Business Review1 reported that these types of results affect 1 in 6 projects. The findings were similar across government and the private sector.


Australian findings don’t provide comfort. A recent report says that 65 to 85 per cent of IT projects fail to meet their objectives, run significantly late, or cost far more than planned, with the average cost overrun being between 50 and 100 per cent and the time overrun often up to 70 per cent. A further 30 per cent of IT projects are cancelled.2  Agile approaches can help. According to the 2011 CHAOS report, agile projects have a 9 percent failure rate. By contrast, waterfall projects had a 29 percent failure rate.3


The problem is not a shortage of project managers or technology tools. The solution is about aligning the use of resources to the achievement of business goals. It is here that the input of the service owner and subject matter experts are key, yet service owners and subject matter experts are not usually full time on the project team and they might not be experts in IT, user centered design and program management.


An effective service design can meld the input of the service owner and subject matter experts into a service blueprint that will help maintain the focus on business outcomes.  If you don’t have the service design skills available in-house it will be necessary to engage contractors to supplement the team. You should ensure that the people you engage are located with your delivery team and become an integral part of the team.


Agile, user centered, design thinking

Design event

Agile and responsive service design ensures the service meets key user needs through all delivery channels and touch points. 

Rich customer profiles, blueprints and maps of the proposed service help make sure that key elements are built in from the outset and that enhancements have an unwavering focus on user needs.

Managing successful programs

Program management word cloud

Effective programs deliver business case outcomes and increase organisational capability.


Managing inter-dependencies and ensuring an unwavering focus on business results can build an organisation's ability to deliver measurable outcomes long after project implementation.