What is it?
An interface map outlines the areas where a change project connects, interacts with, or relies on other internal or external teams, stakeholders, organisations, programmes, or projects.
Mapping out relevant connections helps you to understand where you might promote, align, co-ordinate, or collaborate with others in working towards common goals.
You might find it helpful to show the interfaces in a visual way (like a mind map), especially when a project is complex and has multiple interrelated points of connection.
When should it be used?
You may find it helpful to create an interface map as soon as a change project has been identified.
You may not be aware of all the interfaces with your work at the start of the project. Many of the connections may only become visible as you move through the understand step or the later in the change cycle.
Once an interface has been identified it is important to assess its strategic importance to your project and how you might best connect with the relevant people to see how you might align or work together to achieve shared goals.
An interface map is a “live” document, and you should review and update it throughout the project.
What are the benefits of using it and why use this tool?
An interface map helps to support successful change by:
- supporting strategic alignment – ensuring that internal change programmes and projects are pointing towards similar goals (eg if there are multiple projects that will affect the same group of people who use your services)
- identifying strategically important relationships – enabling relationships to be built with other teams, stakeholders, or organisations working in similar areas
- enabling collaboration with potential partners – identifying areas where you might promote, align, co-ordinate, or collaborate with others in working towards common goals
- maximising resources – enabling more efficient use of resources where others are working on similar challenges or need similar inputs (eg data sets)
- minimising risk – identifying areas of duplication of where you may ‘step on other’s toes’