Stepping into a new role for the first time can be overwhelming, particularly as a CIO. Here, Vlad Nanu, Co-CEO of Amdaris, discusses what’s required in the first 90 days and how the CIO should approach software development and Digital Transformation projects.
According to Deloitte’s 2021 Innovation Study, 80% of CIOs and tech leaders are driving their companies’ innovation efforts. There’s no doubt that CIOs who have a strong focus on innovation will help companies become orchestrators of agile and competitive services.
However, when it comes to the first three months of a new CIO role, there is a lot to bear in mind. Some top priorities include driving Digital Transformation initiatives, democratising IT and developing data and cybersecurity strategies. In order to achieve these goals successfully, it is essential for CIOs to familiarise themselves with how to best deal with software development and Digital Transformation tasks. This includes how to increase team productivity and efficiency in order to create a better customer experience and innovative services.
According to PwC, a project is expected to be 28% more likely to succeed if they have an agile approach and are always looking to improve and innovate in order to keep up with market requirements. Other key responsibilities for CIOs include a focus on business strategy and business operations, which are also strongly linked to innovation and Digital Transformation.
It is essential for CIOs to steer through their first three months smoothly, while also providing impact and seamless delivery. The following article breaks down the first three months of how CIOs should approach a software development project.
Day 1-30: Establish the desired outcomes, build relationships with key stakeholders and get familiar with software operations
The first step to any project is establishing the current state of the software and coming up with what is the new desired application. There have been dramatic changes taking place in the past two years since the start of the pandemic and the requirements of technology companies are constantly changing. It is important to ensure that your IT team is innovative and agile, always open to making changes in order to keep up with current market needs. Observing and encouraging team dynamics and responsibilities is key to ensuring productivity and efficiency.
If a CIO is appointed with the responsibility of executing a brand-new project, it is vital to have key stakeholders and C-suite on board in order to have the required funding secured. This helps with clearly comprehending the desired outcomes of the project and establishing a strong relationship with important stakeholders. In order to have a diverse and innovative project viewpoint, it is also recommended to look for opinions from a wide selection of employees, not just managers and senior directors. This tactic will help you pinpoint any gaps in the plan as well and ensure that you are thinking outside the box by trying new approaches.
Outlining the ‘whys’ and ‘hows’ of the project will also help the process to run as smoothly as possible and will ensure everyone is on the same page about the project. As CIOs often do not have access to a clear overview of all areas and applications across the business, it is key for any new CIO to make sure they educate themselves on the software processes, IT operations and recent projects conducted by the company.
It is also important to streamline expectations of the project deliveries to make sure company requirements are met. You may have to deal with opposing outlooks and viewpoints, so it is vital to define the expectations and responsibilities for each team member to ensure that the team works well together.
Day 30-60: Focus on team development and make a commitment to being agile
The second month of any project is focused on highlighting how the requirements can be met and what is needed to achieve the end goal. These requirements can be divided into shorter steps, bigger chunks of business functions, or larger initiatives. This is useful for when a company is in the process of onboarding a new technology tool that will help digitalise their business processes, for example. Once the goals have been highlighted, it is also crucial to establish whether the specific goal or initiative is independent and delivered separately. Whether it will have to be divided and conquered as a team task. In order to save time and money, a clear and specific acceptance boundary is always beneficial, including setting strict deadlines for crucial tasks.
This month will also circulate around designing and validating the business requirements and agreeing on the delivery. Although your project should be well-planned and structured, there should always be room for agility and innovation. According to a study by Stackflow, 86% of software developers incorporate an agile approach. In order to be as efficient and innovative as possible, a CIO should take time evaluating the specific skillsets a project requires. Some software projects may need very particular talent, so there is a chance you may need to outsource to meet the requirements.
It is also recommended to do a general check midway through the project, in order to establish whether the project is still on the right track and no changes need to be made in the processes.
Days 60-90: Creating detailed roadmaps and coordinating a product release, including release plans and testing journeys
The third month of a new project will need to focus on coming up with a project roadmap. The roadmap should highlight each vital step of the project, in order to help with the ongoing monitoring process and ensure that everyone is staying on the right track. Creating a detailed roadmap and timeframe for the project is also vital in order to have a strategic release programme later down the line. This will include the product strategy, realistic time frames and a ‘go live’ plan.
The framework should be updated on an ongoing basis, helping with providing important stakeholders with all necessary insights into the project layout, structure and crucial future steps. It is also handy to tweak and personalise the project roadmap for the specific reader, in order to make sure all needed details are included, whether it be a focus on sustainability or technology innovation.
Following the development of the roadmap, the coding and testing process may begin to be established, which focuses on product development, product stabilising and the release plan. This includes planning how the program or tool is intended to be used in the future, in order to help ensure that the product is running smoothly once it’s ready and establishing the release framework.
The bottom line
Leading your first software development or Digital Transformation project can be a challenging task for any new CIO, this is why it is vital to have a well thought out and organised approach that is still open to agile and innovative processes. It is also important to constantly familiarise yourself with market needs and the specific skillsets needed to achieve the final goal to ensure the project runs as smoothly and efficiently as possible. We hope this guide was useful in helping to plan the first 90 days of a crucial development project.
