Predictability as the foundation of successful IT change

In our previous blog, we introduced the Quilyx VERDER method. This method is built on five elements: Predictability, Ownership, Calm, Objective, and Result. Together, they form the foundation of how we approach successful IT change.

In this blog, the first element of the method takes center stage: predictability.

That is no coincidence. In our view, predictability is one of the most important conditions for making a project or program successful. More importantly, predictability is often necessary to keep a project moving forward at all.

Without predictability, stakeholders quickly lose confidence in the project. Or the project fades into the background because other initiatives gain higher priority. That is exactly why it is important that a project is predictable and remains predictable, so that everyone involved always knows where the change is heading.

Predictability creates trust. And trust gives a project the space it needs to deliver results.

Predictability within the VERDER method

Within the VERDER method, predictability is not a standalone concept. It is a core pillar of successful change.

Where predictability is missing, unrest grows. Decision making slows down. Stakeholders disengage. Priorities shift. And when that happens, not only progress comes under pressure, but ownership, objective, and result eventually do as well.

That is why we begin this series with predictability. Without predictability, there is no solid foundation on which to build.

Predictability is more than reporting

Predictability goes beyond a monthly report. Reporting certainly plays a role, but it is only one part of the bigger picture.

At Quilyx, we therefore use a fixed project overview on one page, a so-called one-pager. This overview makes it clear at a glance where the project stands, what is coming next, and which points need attention.

Why this matters so much for projects and programs, and how it creates calm and overview at higher levels with relatively little effort, will be explained in a separate blog in this series.

A reporting rhythm with a clear storyline is, however, essential for predictability.

A project should be easy to follow as a story

Stakeholders should be able to follow a project as a coherent story. Think of a television series with weekly episodes. You do not need to reintroduce all main characters every time, but a short recap of what happened before and a preview of what is coming next helps people stay engaged.

The same applies to projects. A short look back at what has happened and a look ahead at what is planned helps stakeholders continue to follow the project and understand where the change is going.

Predictability arises when that story is told consistently and logically.

The roadmap as the beating heart of predictability

At Quilyx, we almost always start by building a roadmap.

In the first two weeks, we speak with stakeholders and gather information. We focus in particular on the objective of the change and the why behind the initiative. We will return to that subject in a later blog in this series.

Using the information we gather, we are able by the end of those first two weeks to present an initial version of the roadmap. This is a high-level view of the route from A to B and forms the beating heart of predictability within the project or program.

The roadmap is therefore not just a planning tool. It is also a way of giving direction to the change and helping stakeholders follow the story of the project.

From roadmap to decision making

In the following two weeks, we refine the roadmap and go deeper into the key elements of the initiative. This includes:

• further defining scope
• mapping stakeholders
• identifying risks and issues
• making dependencies visible
• documenting assumptions and starting points
• defining the results needed to achieve the objective

In this way, we bring the change within about a month to a point where decision making can take place on the continuation of the project or program.

It would go too far to explain all artifacts in detail here. In this blog series, we will dedicate separate articles to topics such as the roadmap, stakeholder management, and other important project instruments.

Delivering results instead of waiting for milestones

A roadmap combined with a biweekly reporting rhythm already creates an important degree of predictability. The next step is to actually deliver results.

Although the term milestone is still widely used in project management, we prefer not to wait until we are miles down the road before showing the first results.

Our principle is simple: say what you do and do what you say.

That is why we define results that are achievable in short cycles. By delivering concrete partial results regularly, predictability becomes visible. This strengthens confidence in the approach and in the person taking ownership of the change.

In doing so, predictability also directly touches the next element of the VERDER method. Predictability does not arise only through planning and reporting, but also because someone takes responsibility and follows through.

A well-organized project environment

Besides structure and results, a well-organized project environment is also important.

In many organizations, this means a properly set up Teams channel in which the project team works together and shares information. For backlog management, we often use tools such as Jira or Azure DevOps, although we are used to working with different systems as well. Tooling and collaboration tools will be discussed later in this series.

An important instrument within project control is the RAID log. RAID stands for Risks, Actions, Issues, and Decisions. It provides a clear overview of the topics that require active steering.

We will dedicate a separate blog post to the RAID log as well.

Predictability as the basis for the rest

Predictability does not arise by itself. It requires structure, clear communication, a coherent story, visible results, and a well-organized project environment.

When those elements come together, trust emerges. And that trust is essential for making change successful.

Within the VERDER method, predictability is therefore the starting point, but never the endpoint. It lays the foundation for ownership. And where predictability and ownership come together, calm emerges. From that calm, focused work can be done toward the objective and the result.

In our next blog, we will therefore look more closely at the second element of the VERDER method: ownership. How do we organize ownership in projects and programs, why is it so important, and how does it connect to predictability and calm?

You can read more about that in the next article in this series.