When a business lets its IT department become the de facto “owner” of systems, it often starts with good intentions—stability, security, and standardisation. But from a project manager’s perspective, this can quietly shift tools from being productivity enablers into gatekeepers. The business stops shaping the system, and instead teams begin shaping their work around what the system will allow. A common scenario that we have seen play out on the Central Coast with growing businesses.
The danger isn’t usually obvious at first. It shows up as small delays that compound over time. Software designed in-house can become outdated and unable to be expanded because the only staff that know how to update it are either too busy or unwilling to adapt the software. Instead, businesses adapt to the limitations of the software at the expense of productivity.
The result is a bottleneck that impacts delivery speed, decision-making, and staff morale. Projects slow down not because the team lacks capability, but because the systems can’t move at the speed the work requires.
IT should provide standards, security and technical oversight, while the business retains control of workflows, priorities and continuous improvement. IT being at the forefront of implementation of new systems, but not the ultimate owners.
It is common to encounter businesses where in-house designed software has been the backbone of the company. As the creators of the software move on or retire, it becomes apparent how gatekept the programs are, not necessarily through any direct intent but through the need to get software completed and implemented. Documentation of how the programs operate is left to “later” when it will be neatened.
A lesser considered risk for business is the legalities around custom designed software, does the company own the legal rights to this software, or are they just using an employee’s software for free while that employee is with the company. If clear legal rights to continue using the software aren’t established, it is possible that the software could leave with its creator or be an unexpected settlement cost to gain license rights to use it in the future.
From a project management perspective, IT systems are essential to smoothly run projects, but it is important to ensure that the workflows grow with the operational needs. When was the last time a review of your businesses IT workflow was undertaken from someone outside the IT department? Does anyone in senior management or higher understand how your systems operate?
If you are unsure of the systems you use and justifications for why they are appropriate, a review may be a good idea to regain a more holistic view of your operations.
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