212  Blockchain

benefit of breaking down the deliverable into multiple epics. Each epic

consists of mini deliverables.

• Get customer feedback fast to re-pivot the whole deliverables if the

initial assessment was not appropriate or the deliverable is not fit for

purpose anymore. This can happen because of internal or external

factors that might have impacted the business value.

• Depending on the organisation’s complexity or way of working, we

might have to select a hybrid approach to deliver the programme.

A mix of agile and waterfall methodology is fine as long as it pro-

vides value addition to the programme in terms of fast delivery of the

outcomes.

• Do not be hesitant to close the deliverable or milestone quickly if the

customer feedback or MVP outcome highlights that it will not deliver

any business value and not anymore align to the strategic objective or

outcome.

• Set up multiple workshops or meetings including the Centre of

Excellence (CoE) and Community of Practise (CoP) to collaborate

ideas, standards, training and knowledge transfer between internal

and external SMEs. It is always useful to get a perspective of other

SMEs who have already run through similar transformational initia-

tives or come across similar problems. It is also useful to get opinions

from other experts during the execution phase of the transformational

programmes.

• It is highly important to oversee the financial spend against the deliv-

erables to make sure that the budget is under control and on target.

• If the deliverable is for regulatory requirements or needs approvals

from the regulators in order to go into production (useable by custom-

ers), regulators must be kept engaged and communicated throughout

with the progress of the programme.

• Risks and issues surrounding the programme deliverables must be

raised on time.

• Communication to the sponsors of the programme on the deliverable

concerns, risks and issues must be raised and communicated promptly.

• Establish a transparent and simple structure within the programme

teams to focus on quick delivery of the outcomes. The focus should be

on delivery rather than politics and bureaucracy.

• Establish flat hierarchy to improve communication and feedback from

the programme teams.