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Facilitating Business Growth through IT Project Management. Nick Durrant Managing Director. Objectives. Message: Project Management is key to developing a positive brand and a growing business. Actions : How to set up a scaleable framework to enable excellent Project Management. - PowerPoint PPT Presentation
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…improving performance
…creators of
Contact to ContRact
www.ContacttoContRact.co.uk
Facilitating Business Growth through IT Project Management
Nick Durrant Managing Director
…improving performance www.ContacttoContRact.co.uk
Objectives
Message: Project Management is key to
developing a positive brand and a growing business
Actions:How to set up a scaleable framework to enable excellent Project Management
…improving performance www.ContacttoContRact.co.uk
Agenda
Session 1: Requirements for growing an IT business How PMs can facilitate growth The PM as part of the sales team
Session 2: Why does IT fail? A simple project management framework Action list for growing IT organisations
…improving performance www.ContacttoContRact.co.uk
Commercial Character
…improving performance www.ContacttoContRact.co.uk
To grow an IT business
Eventually you have to DO the business
Organic
Acquisition
…improving performance www.ContacttoContRact.co.uk
To grow an IT business
IT is a skills business
Methods of working or processes: Scalable Clear Easy to access Pragmatic processes
…improving performance www.ContacttoContRact.co.uk
IT Software and Services Business Cycle
…improving performance www.ContacttoContRact.co.uk
PM is a vital part of the team
…improving performance www.ContacttoContRact.co.uk
To grow an IT business
Define
Market
Sell
Deliver
Support
Manage
Examples, case studies, presentations
Part of Sales team, trusted advisor
Solid delivery – what, why, when, how, who?
Provide input to continuous improvement
Provide accurate revenue forecasts
…improving performance www.ContacttoContRact.co.uk
PM as part of the Sales team
…improving performance www.ContacttoContRact.co.uk
The customer
…improving performance www.ContacttoContRact.co.uk
Trust
RespectUnderstanding
Adding valueProblem solving
Win / win
Pull not pushCollaborative
CooperativeProfessional
Partnership
…improving performance www.ContacttoContRact.co.uk
Selling styles
…improving performance www.ContacttoContRact.co.uk
…improving performance www.ContacttoContRact.co.uk
Team selling
…improving performance www.ContacttoContRact.co.uk
Initial Idea
Investigation
Feasibility
Decision to buy
Tender
Selection
Buyingcycle
…improving performance www.ContacttoContRact.co.uk
Buyer perception model
Happy to buy
Positive
Negative
time
+50
-50
…improving performance www.ContacttoContRact.co.uk
Moments of truth
Letters
Sales presentations
Project meetings
Technical papers
Invoices
Reference visits
Proposal documents
Appointments
Joint planning session
Telephone calls
Project meetings
Reception
…improving performance www.ContacttoContRact.co.uk
Buyer perception model
Positive
Negative
Happyto buy
time
Never heard of you
Good initial meeting
Showed understanding and relevant experience
Positive word of mouth referral from trusted colleague
Positive and helpful workshop to develop detailed requirements
Promised quotation late arriving
Chase up call well handled
Satisfactory quotation arrives
Decision to buy
…improving performance www.ContacttoContRact.co.uk
Summary 1
Good Project Managers are critical to a growing company…
But in more ways than most people think…
Embrace your PMs Intermingle with the Sales team Acknowledge that some of their time should be
“off-charge” for selling Teach them to communicate in customer’s language Invest in presentation skills Invest in consultative and team selling skills
…improving performance www.ContacttoContRact.co.uk
Q & A
?
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??? ??
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????
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Contact to ContRact…improving performance
…improving performance
…creators of
Contact to ContRact
www.ContacttoContRact.co.uk
Facilitating Business Growth through IT Project Management
Nick Durrant Managing Director
…improving performance www.ContacttoContRact.co.uk
Agenda
Session 1: Requirements for growing an IT business How PMs can facilitate growth The PM as part of the sales team
Session 2: Why does IT fail? A simple project management framework Action list for growing IT organisations
…improving performance www.ContacttoContRact.co.uk
Why do IT projects fail?
Tower of Babel Genesis 11:1-8
…improving performance www.ContacttoContRact.co.uk
“In this sense only 2% of IT projects ever succeed!”
Beam, 1994
What is a successful project?
A project which: is on time is on budget is in accordance with the specification has a happy customer
…improving performance www.ContacttoContRact.co.uk
What is a failed project?
A project: abandoned before
complete is fully developed but never
used is substantially downscaled
until it no longer provides the planned benefits
…improving performance www.ContacttoContRact.co.uk
IT project disasters
“It is fine to celebrate success but it is more
important to heed the lessons of failure.”
Bill Gates
“It is OK to make a mistake…it is stupid not to learn from
it.”Nick Durrant
…improving performance www.ContacttoContRact.co.uk
IT project disasters
London Ambulance Service: CAD
Performing Right Society: PROMS
London Stock Exchange: Taurus
American Airlines: CONFIRM
Wessex Regional Information Systems plan
DoE: Field system project
…and many more
…improving performance www.ContacttoContRact.co.uk
London Ambulance Service
Computerised map system Vehicle location tracking Auto update of resource
availability Auto identification of
duplicate calls Automatic ambulance
mobilisation
Computer Aided Dispatch (CAD)
…improving performance www.ContacttoContRact.co.uk
London Ambulance Service
Computer Aided Dispatch (CAD) - £10MOn implementation 26 Oct 1992: System “lost” ambulances Ambulances dispatched non-optimally Multiple ambulances assigned to the same calls Led to large number of exception messages
which swamped the system
Report of the enquiry into the London Ambulance Service
South West Thames Regional Health Authority
…improving performance www.ContacttoContRact.co.uk
London Ambulance Service
System descended into chaos: Public repeated emergency calls “Stroke” call answered after 11 hours (5
hours after made own way to hospital) Patient dead and body already taken by
undertakers!
…improving performance www.ContacttoContRact.co.uk
Inquiry report – Project Management
Overall approach: Contracts signed late Supplier did not regard themselves as
Project Managers Role of overall project management
ambiguous
Team: PRINCE was chosen but LAS and suppliers
had no experience of applying it Constitution of the team changed from
requirements to develop/implement
…improving performance www.ContacttoContRact.co.uk
Inquiry report – Project Management
Progress and reporting: Project meeting concerns minuted but not
followed up Supplier regularly late with software deliverables Up to mid Dec 1991 still “hoped” for 8 Jan 92 full
implementation. (CAD incomplete and largely untested)
New Systems Manager reviewed project in Nov and recommended implementation date should not change (to keep pressure on supplier)
Key supplier did not keep management fully informed of progress
…improving performance www.ContacttoContRact.co.uk
Change control: To please Users software changes put
through “on the fly”
Inquiry report – Project Management
Quality control: No independent QA resource Evidence of poor hardware installation
…improving performance www.ContacttoContRact.co.uk
Inquiry report – Project Management
Lack of professional independent project
management which would have:
Resolved supplier disputes quickly Identified over-optimistic progress reports Reviewed detail behind “cosy assurances”
…improving performance www.ContacttoContRact.co.uk
Other IT disasters
LSE Taurus - £75M Design by committee Receding deadlines Management over-confidence
American Airlines Confirm - £140MPartners looking for different benefitsTendency for cover up (only give good news)Poor technical architecture
…improving performance www.ContacttoContRact.co.uk
Other IT disasters
Wessex RISP - £43M No clear definition of scope Technology led project No overall project plan developed
DoE Field System - £48MStructural change: DoE Field offices - TECsNo end-user involvementNo Change Control Management and
prioritisation
…improving performance www.ContacttoContRact.co.uk
IT disasters - summary
Unclear scope and definitions Lack of clear project planning Over-confidence in reporting Lack of change control management
This is not complex…
…these are the basics!
…improving performance
…creators of
Contact to ContRact
www.ContacttoContRact.co.uk
The fundamentals of IT Project Management
…improving performance www.ContacttoContRact.co.uk
Want to take off?
…improving performance www.ContacttoContRact.co.uk
The process
Issue ticket
Allocate seat
Check all passengers embarked
Safety announcement
complete
Air readiness checklist complete
Check in
Boardaircraft
Prepare passengers for
take-off
Prepare aircraft for
take-off
Taxi to runway
Request and receive
permission from tower
These areGateways!
CustomerTicket
Purchase
Take off
…improving performance www.ContacttoContRact.co.uk
Framework aims
Aim for happy customers A PM approach is here to help A PM approach should provide a
framework for consistency efficiency learning
PM approaches need to evolve
…improving performance www.ContacttoContRact.co.uk
The right balance
• Pragmatic
• Realistic
• Useful
• Consistent
• Controlled
• Scalable
BureaucraticX Seat of the pantsXBased on appropriate best practice
…improving performance www.ContacttoContRact.co.uk
The PM fundamentals
Pre-project managementProject planning
Project management
Project planning
Project initiation
Monitoring control and
reporting
Project completion
Project start
Project finish
Project definition
Service deliveryPrototypes Structured methods
Marketing and Sales processProspecting Qualification Campaign planning
…improving performance www.ContacttoContRact.co.uk
Gateways
Points of control
Mandatory for all projects
Require appropriate review
…improving performance www.ContacttoContRact.co.uk
Planning - Reviewing risks:
“The management of an information systems project risk is often a
highly intuitive art.”
Turner, 1993
“If you look at a thing 999 times you are perfectly safe; if you look at it again, you are in danger of seeing
it for the first time.”
Chesterton, 1968
…improving performance www.ContacttoContRact.co.uk
Monitoring, control & reporting
The Project
Timescale
Quality
Functionality
Costs
Competing projects
Resourceavailability
Inaccurate estimates
Unforeseenissues
Project definition
Project planning
PlanningGateway
Project Initiation
Project Completion
Project M C & report
…improving performance www.ContacttoContRact.co.uk
Project completion
Customer deliver the deliverables customer acceptance initiate feedback
Team feedback skills update team review
Project definition
Project planning
PlanningGateway
Project Initiation
Project M C & report
Project Completion
Internal management housekeeping tasks
brief the sales team
initiate process improvement
Finish gateway
…improving performance www.ContacttoContRact.co.uk
Key points
Whenever you first hear of a project…
Define it
Plan it
All projects should be reviewed
Planning
Start
Finish
Use change control
…improving performance
…creators of
Contact to ContRact
www.ContacttoContRact.co.uk
Actions for growing IT organisations
…improving performance www.ContacttoContRact.co.uk
Your typicalProject Manager
…improving performance www.ContacttoContRact.co.uk
Project Managers
Typical IT Project Management Issues
Too willing to bow to perceived pressure from sales team / clients
Do not identify and manage risks Do not complete Lack of commercial awareness
…improving performance www.ContacttoContRact.co.uk
Project Managers
Why?
Don’t have the confidence to develop clear realistic plans and stick to them
Don’t always execute the PM basics Don’t have wider business acumen
…improving performance www.ContacttoContRact.co.uk
Project Managers
Core issues
Technology changes creates PM myopia Best developers “rise” into project
management Technical focus No approach to “conversion” No wider commercial awareness
Lack of appreciation creates “them” and “us” relationship with pre-sales
…improving performance www.ContacttoContRact.co.uk
Hints and tips
Train your PMs to be PMs! Build them into the commercial team Use PMs as “Trusted advisor” sales and
account management resource Sell the benefits of good project management Develop a clear PM framework Use gateways Learn from your mistakes!
…improving performance www.ContacttoContRact.co.uk
Q & A
?
? ??
??
??? ??
? ??
??
??
????
??
Contact to ContRact…improving performance
…improving performance www.ContacttoContRact.co.uk
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