Episode Summary: "The Last Mile"
Podcast: CTRL-ALT-LEAD with David Hinson
Host: David Hinson
Date: September 18, 2024
Overview
In this episode, David Hinson, Campus CIO at Boldyn Networks, delves into the critical concept of “the last mile” in technology project management. Drawing from his nearly four decades of experience, Hinson unpacks the pitfalls organizations encounter when they fail to thoroughly plan and execute the final, crucial steps of a project—regardless of how well the preceding phases are managed. The episode emphasizes practical approaches for higher education leaders to avoid these common last-mile failures and ensure successful project delivery.
Key Discussion Points & Insights
1. Defining "The Last Mile"
- What It Is: The concluding steps of a project—the essential details and actions required to ensure actual delivery and operational success.
- Why It Matters: Missing even a minor last-mile element can invalidate all prior work and investments.
“The last mile refers to the final concluding steps of a project that make its successful delivery possible. The details that matter, the ingredients that, when missing, invalidate everything else.” — David Hinson [01:00]
2. Real-World Example: ERP Platform Migration
- Scenario: University migrating to a new ERP system.
- Challenge: Assurance needed that the old platform would be supported until the new one was live.
- Failure Point: Despite written agreements, the vendor’s support team was not involved in those promises. When an issue arose, support was refused because they weren’t informed.
“So many weeks of negotiation, goodwill and trust building now on the cusp of being trashed simply because the vendor support team was not included in the fundamental promises made to the school.” — David Hinson [02:30]
3. Common "Last Mile" Misfires
- Strategic Planning: Months spent strategizing, but no implementation plan or team assignments.
- Technical Upgrades: Equipment delivered, but lack of power or network preparation makes it unusable.
- Service Delivery: Promises made to clients or stakeholders, but insufficient resources allocated to uphold them.
“All of these are prime examples of failure to cover the last mile, even when 95% of the heavy lift needed to finish the race is in place.” — David Hinson [04:00]
4. Practical Advice for Leaders
- Stakeholder Engagement: Include all relevant voices—leadership, faculty, operations, and staff—early and often.
- Define Success: Set clear, shared “finish line” metrics. Make sure everyone understands what “done” looks like.
- Transparent Communication: Status reports and project plans aren’t enough; leaders must ensure context and meaning are conveyed to everyone involved.
- Sustained Buy-In: Secure commitment not just at project launch but through to full completion and delivery.
“It's your job as the leader to look around corners, convey meaning and that missing contextualization, providing the why throughout all phases of a project.” — David Hinson [06:00]
Notable Quotes & Memorable Moments
-
On the Stakes of the Last Mile:
“Because that one crucial element needed to tie everything else together is missing, the lack of which causes the entire edifice to fall into a pile at your feet.” — David Hinson [04:35] -
On Leadership Responsibility:
“If what you deliver isn’t what was asked for, then it was all for naught. And that’s why the last mile matters.” — David Hinson [06:45]
Timestamps for Key Segments
- 00:00–01:00: Introduction & career context
- 01:00–03:30: “The Last Mile” explained; ERP migration case study
- 03:30–04:35: Additional examples of last-mile missteps
- 04:35–07:00: Leadership guidance—stakeholder engagement, defining success, sustaining communication and buy-in
- 07:00–End: Episode wrap-up and final takeaways
Conclusion
David Hinson’s “The Last Mile” offers a succinct yet impactful meditation on why the last, often-overlooked details of project delivery can make or break even the most carefully planned initiatives. With clear anecdotes and actionable advice, this episode serves as a compelling guide for higher ed leaders seeking to turn strategic intent into operational success—and drive true value from technology investments.