Execution Strategy: SDLC’s High Performance Teams

>>Execution Strategy: SDLC’s High Performance Teams

Execution Strategy : SDLC’s High Performance Teams Deliver Results

TEQ: In today’s do more with less economy, “Execution Strategy” has become an important process for your industry and a true differentiator for SDLC. How is execution strategy defined by you and, more importantly, your clients?

In simple terms, execution is the implementation of a plan that addresses a client’s needs, aligns with their core values and is tied to real and measurable business goals. Execution for us looks like a development cycle where high level business vision and goals have been defined and there is an understanding of where the client wants to go and what they want to achieve. Knowing where you want to go, however, doesn’t always mean you know how to get there. That’s where we come in. Or should I say that’s where SDLC’s high performance teams come in. Our teams view a business problem across four dimensions: process, data, technology and people. Our objective is to collaborate with our clients to clarify the problem we are solving, develop the blueprint considering each of those dimensions, and successfully implement the solution.

TEQ: High Performance Team is an interesting term… How does SDLC define a high performance team?

SDLC is committed to providing high performing teams that drive the desired results for our clients. A high performance team is created when we pull together the best available people with the best range of skills and capabilities—and we do it in a way that’s going to be effective for the customer.

What makes our teams unique is that each team player understands their role and who they need to support. Although there are individual goals and responsibilities, the teams also share a common set of goals required to deliver a quality solution. With a team mentality, our people work together and enhance each other’s skills so that they end a project more experienced and better equipped to handle the next challenge.

TEQ: Explain how SDLC customers play an important role in their own “Execution” strategy.

Our customers play a key role in our execution model by selecting our level of engagement. Some clients prefer to fully outsource their business problems while others prefer to work collaboratively. In either scenario, we leverage our execution model to help them transform their organization.

For the project to be successful, the client should have a vision and a commitment to drive that vision. It is our job to turn the expectations into a reality and receive the buy-in we need to make the project a success. Over the course of a project, we will have many different stakeholders of all specialties who have different kinds of expectations and uncertainties. Our teams help to manage the uncertainties and risk by determining how to iteratively go through the process of eliciting detailed requirements that you need and then managing accordingly. We do this in a fairly disciplined, iterative manner to ensure that the desired results are delivered.

TEQ: As with all IT implementation projects, metrics are an important part of evaluating each project and defining its success. How does SDLC define success?

SDLC has a strong track record of successfully delivering high quality technology solutions that meet customer requirements, on time and on budget. Our combination of experienced business and system consultants combined with technical execution skills help our clients develop and implement technology solutions that realize the value of their strategic objectives

Overall, we define success in the way our customer defines success, “Did I get the business results I expected?”

Our measures for success (solving the business problem) include:

  1. Are we helping our clients implement new capabilities faster, improve speed to market, and reduce costs?
  2. Are our clients able to successfully adopt to the changes within their organization?
  3. Did we deliver a quality solution? Is the solution scalable and flexible to adapt to changing business needs?
  4. Have we built the trust and reputation to solve additional problems for the client?

Point of View Author

Alan Lawson, CTO

Alan serves as the Chief Technology Officer at SDLC Partners. Alan is responsible for technology sales support for client diversification efforts, leading IP/solution development, and creating visibility for the firm through thought leadership. In addition, he is responsible for research and development of new technologies.