Popularised back in the late 90s by American cryptographer, computer security and privacy specialist and writer, Bruce Schneier, the concept of "people, process and technology" has been around for quite some time. In fact, it has been the cornerstone of ITIL (Information Technology Infrastructure Library) since its very early days.
It has also been referred to as the "golden triangle", the three keys to successful project implementations and organisational change, and a back-to-basics approach to solving complex business problems.
The reason for this triangular focus comes down to one very important fact: Operational efficiency requires an approach that optimises the relationships between people, process and technology, says Cathy Banks, Joint Managing Director Analyze Consulting.
By focusing on only one or two areas, an imbalance is created. Take a new technology for example, many companies believe that by installing a new tool, all their problems will go away. But what they're not seeing is that technology is only as good as the processes that are implemented around it, and processes are only as good as the people who execute them. Therefore, technology cannot be seen as the silver bullet.
But how do you get the balance just right?
Always start with the people
* Identify your key role players and understand what each of them bring to the table.
* Confirm that you have senior management buy-in (right from the start), because without it you will fail.
* Ensure that your team consists of the right people with the right skills, experience and attitude to help you solve this problem.
Once your people are committed to the cause, consider the process
* A process is defined as a series of actions or steps taken in order to achieve a particular end. So with that in mind, ask the question: What processes do we need in order to solve this business problem?
* A good place to start is by identifying the big, key steps. Once those are in place you can then focus on a more detailed level by looking at process variations, exceptions, interdependencies and supporting processes.
* Now review these processes with your stakeholders. Ensure that they're aware of what's expected from them and let them guide you with regards to possible gaps and issues.
Finally select the technology
* With your people and processes in place, you can now look at technologies which will support them.
* It's never a good idea to force a technology and then attempt to retrofit the people and processes around it.
* Technology should always be the final consideration once the problem is clearly understood and the solution requirements have been clearly defined.
Analyze approaches every project with the objective of finding this balance with each of its projects which helps to drive operational efficiency and ultimately project success.
Analyze corporate profile:
Smart solutions for better business
Analyze helps companies understand and solve complex business problems through people, process and technology. It provides expertise and skills to help companies solve business inefficiencies or leverage opportunities. If a process or technology is not working smoothly in a business, it goes into the business and digs deep to get to the bottom of the problem. It then proposes a suitable solution or solutions, whether it's changing an IT system, the way business processes work or even the work that people do.
Its service offering includes:
* Business analysis.
* Project and programme management.
* Quality assurance.
* Business process improvement.
* Assessment and mentoring.
* Business and IT strategy.
Why Analyze?
Analyze believes that a detailed understanding of the business problem is key to identifying the best solution.
It asks the right questions and adopts an unbiased approach that considers all variables. By identifying the problem upfront, Analyze ensures a low-risk approach for it clients. It respects your time and value transparency, therefore minimising effort, time spent and disruptions for your business, while keeping you fully up to date on progress.
Most importantly, it has a proven track record of success and a network of satisfied clients.
Contact it today for a better understanding of how it can help your business.
Cathy Banks
As founding partner and joint Managing Director of Analyze Consulting Banks has been involved in all aspects of creating and managing a business from start-up to established company.
Her core responsibilities at Analyze include strategy, client relationship management, sales and human capital management.
Banks's passion for understanding and solving business problems through a combination of technology, process and people has been a cornerstone of the Analyze value proposition.