The management side of technology work: scoping, ROI, delivery method, KPIs, and why transformation programmes stall.
Transformation programmes rarely stall on technology. They stall on an unclear owner, a scope that grows faster than the delivery, or a benefit nobody agreed how to measure. The writing here is about the management side of technical work, from the supplier's side of the table.
Practical ground covered below: scoping a first phase that can actually ship, what a realistic budget range looks like and what moves it, choosing a delivery method that matches how certain the requirements really are, and agreeing the two or three numbers that will say afterwards whether it worked.
Also here: the awkward questions worth asking a supplier before signing — who owns the code, what happens if the team changes, and what maintenance costs once the project ends.
