Corporate profiling

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'Corporate Profiling' is a simple yet comprehensive process that delivers an in-depth blueprint of the organizational structure, its technology, people, processes, up-stream and down-stream customers and their relationships.

Using this process, organizations are able to identify where the interlinked relationships occur. Profiling also identifies any common or causal factors between corporate, business and IT and more significantly it elucidates hidden or not so obvious factors that would normally be over-looked.

This is the first step to undertaking an IT implementation.

Only after an Organizational Profile has been established should the company even contemplate investing its hard earned IT budget.

Only then will the investment decision be based on complete, comprehensive and accurate organizational information gathered from the all appropriate sources.

In order for comprehensive Profiling to be undertaken there must be a common objective between the three business components (corporate, business and IT) and a level of executive support and cohesion that will drive tri-directional communication channels throughout the business components.

There are many examples in recent publications attributing IT Project failure to one or more of the above factors (see references below), however the process of Corporate Profiling ensures that all factors are considered thereby significantly reducing the opportunity for IT Project Failure.

Ref: Michael Krigsman, December 1st, 2007, http://blogs.zdnet.com/projectfailures/?p=506 Sydney Water (Australia) is pursuing litigation against PricewaterhouseCoopers (PWC) over the failed Customer Information Billing System (CIBS) project. There was poor communication between the project team and the Customer Services Division. This greatly weakened the project.

Ref: The Age, Melbourne, Australia, Garry Barker, Technology Editor, October 21, 2005, http://www.theage.com.au/articles/2005/10/20/1129775901865.html New Customs IT cargo system fails to deliver. "We said in September we were scared witless it wouldn't work," he said. "We were told we were doomsayers. We have been told that as late as October 11 the system was not in a position to be cut over, but they did it anyway".

Ref: Gary Thompson, Random Thoughts, Thursday 17th April 2008,http://thompson-web.blogspot.com/2008/04/project-estimation-duration-effort-and.html "I define project failure as one that either goes over budget, over schedule or both, or fails to deliver what the stakeholders actually expected."