- Create a project plan that is all things to all people,
- Sell it on ease of data integration and use.
- Don’t write a service blueprint
- Don’t speak in endless detail to those that will use and benefit from the product
- Fail to limit the scope; the business case forces too many “benefits” at the outset.
- Keep the details hidden as much a possible
- Don’t use GitHub to see if anyone has done this before
- Through 2 or 3 project cycles reduce the scope of the project
- Start to cut code before completing any UI and Service Design testing
- Roll out a beta that fails to meet the reduced scope
- Rewrite the service blueprint to de-scope the work
- Project Board finally pays attention to the detail and realises this is a hopeless case and blames everyone
- Project V2.0 is created from the remains.
The future is here it is just poorly distributed, William Gibson. I believe that if you want to innovate in an industry or sector the best place to look for ideas is outside it. Rather in the same way that British Airways looked to Yacht designers and Human Factor design organisations for the flat bed in Club Class rather than their incumbent seat manufactures.
British Airport Authority looked to Disney to help them address customer dissatisfaction with long static queues. They recommended the use of the a narrow queuing snake,one person wide and serving a number of check in desks. As a result the queue moves quickly and gives the customer an idea of progress. By overestimation the queuing time the customer expectations are over matched.
So if the NHS wants to innovate to reduce costs, improve patient and citizen outcomes perhaps it should spend more time looking at other industries rather than gazing at its own navel.