I remember one project vividly—it was one of the largest software replacements of my career. Our company had outgrown its in-house system, and after years of patchwork fixes, the decision was made to move to an off-the-shelf solution. It was a massive undertaking, the kind that demands meticulous planning, cross-functional coordination, and unwavering commitment.
Spoiler alert: it didn’t work out that way.
Yes, we eventually succeeded, but the road was far bumpier than it needed to be. Pain points emerged that could have been avoided with greater stakeholder involvement. Misaligned expectations, last-minute changes, and a post-go-live adjustment period that stretched far longer than anyone anticipated—all of it could have been mitigated. That project taught me a lasting lesson: no IT project exists in a vacuum.
Business Projects, Not IT Projects
Perhaps the most important shift organizations can make is to stop viewing these efforts as “IT projects.” No IT system exists in isolation from the business it serves.
Every project is a “Business Project with a technology component”. This means the CIO cannot and should not carry the responsibility alone. Other executives—the COO, CFO, and even the CEO—must be involved. Their perspectives and influence are critical for ensuring the project’s success, and their engagement demonstrates the organization’s commitment to the initiative.
When business leaders view these projects as their own and not just “something IT is doing,” the results are far more successful.
Stakeholders as “Owners” from Day One
One of the most critical steps in any IT project is involving stakeholders from the start. When stakeholders are treated as “owners,” they become invested in the project’s success and are more likely to champion its objectives.
Ownership starts with collaboration during the earliest phases—goal setting, scope definition, and requirements gathering. The stakeholders’ voices help ensure the project is aligned with business needs and that its impact will be felt where it matters most.
No Decisions Without Stakeholder Involvement
Throughout the project lifecycle, decisions must not be made in isolation, whether within IT or within a subset of the stakeholder group. Stakeholders provide the context and insight that IT alone often lacks. When decisions are made without their input, blind spots emerge, and the risk of misalignment increases.
The simplest way to avoid this? Build stakeholder reviews and approvals into the project process. This isn’t just about obtaining a rubber stamp; it’s about co-owning decisions and outcomes.
UAT: Start Early to Maintain Connection
User Acceptance Testing (UAT) is, arguably, the most critical phase of any project, but its value diminishes if stakeholders see it as just another item on a checklist. Instead, UAT should be embedded into the project’s DNA from the very beginning.
Here’s a strategy that has served me well: as soon as requirements are finalized, involve stakeholders in building UAT test catalogs. This keeps them engaged during the long, development-heavy phases of the project. While IT works on the system, stakeholders are actively preparing to validate that it meets their needs.
By the time UAT officially begins, stakeholders are deeply connected to the project and ready to provide meaningful feedback.
Monitoring and Reporting on UAT
UAT isn’t just an event; it’s a process that requires close monitoring and clear reporting. Stakeholder participation alone isn’t enough—there must be accountability. Define metrics for UAT success, track progress, and share updates regularly. This not only keeps everyone informed but reinforces the idea that the project is a shared responsibility. Use software tools to manage and track UAT progress, like TestCollab or Jira to ensure no tests are missed and visibility is always up to date.
Final Thoughts
That massive software swap I mentioned earlier? If we’d treated it as a business project instead of an IT initiative, the challenges we faced could have been mitigated or avoided entirely. Stakeholders would have been more invested, decisions more informed, and the transition smoother.
IT leaders, let this be a rallying cry: don’t go it alone. Involve your stakeholders early, treat them as co-owners, and embed them into every stage of the project. And business leaders, remember—your partnership isn’t just helpful; it’s essential. Together, we can achieve the kind of transformative success that IT alone can’t deliver.