Next Gen Innovation

Navigating Technology

September 18, 2012

Version 1.0

Created by Te WuPMO Advisory LLC

This presentation is used during an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation.

September 2012

Executive Summary

• Current Situation of IT Projects Implementation

• Framework for Bridging Planning and Execution

• Planning for Implementation

• Executing Challenges

• Sustaining the Project Outcome

Page 2Copyright © 2012 by PMO Advisory LLC. All Rights Reserved

September 2012

Agenda

1. Introduction

2. State of IT Implementation

3. IT Implementation Framework Plan Build Sustain

4. Critical Considerations for IT Implementations


September 2012

1. INTRODUCTION

September 2012

Te Wu’s Biography


September 2012

2. STATE OF IT IMPLEMENTATION

September 2012

State of IT Implementation Challenges

•Technology–Rapid Change

–Resource Scarcity

–Cost

–But technology is often a modest component of the overall challenge

•Business processes and its evolution

•People factor


September 2012

State of IT ImplementationDismal Success Rate

32% of IT projects are considered successful.

• 25% were considered failures

• 44% were considered to be challenged

Success rate was 25% a decade ago – little improvement.

Source: http://www.cio.com/article/495306/Recession_Causes_Rising_IT_Project_Failure_Rates_


http://www.cio.com/article/495306/Recession_Causes_Rising_IT_Project_Failure_Rates_

September 2012

State of IT Implementation Taxonomy of IT Project Failure

Page 9

Reference: Al-Ahmad, W., Al-Fagih, K., Khanfar, K., Alsamara, K., Abuleil, S., and Abu-Salem, H. A taxonomy of an IT project Failure: Root causes, 2009, 5 [1], pgs. 93-106.

Copyright © 2012 by PMO Advisory LLC. All Rights Reserved

September 2012

State of IT ImplementationHigher Education Sourcing Survey by Gartner

•Compounding issue for Higher Ed:– poor state of exploiting

richer resource pools

•Outsourcing: –Higher Ed in last place

compared to other industries

–13% vs. 24% (across 21 industries)

•Gartner’s Survey:– Higher Ed needs to be

more efficient by more strategically leveraging external sourcing

– Only 20% of higher education CIOs have a documented sourcing strategy

Source: Lowendahl, J.M., Higher Education Sourcing Survey, 2012: Increasing Interest is OSS and Cloud, Gartner, June 15, 2012.


September 2012

3. IT IMPLEMENTATION FRAMEWORK

September 2012

IT Implementation FrameworkA Simple Framework – Plan, Build, and Sustain

• Goals & Objectives

• Scope

• Requirements

• Capability

• Action Plan

Plan Build

• Governance

• Project Environment

• Risk Management

Sustain

• Adoption (by User)

• Transition Plan (to Operations)

• Operating Model

• Continuous Improvement


September 2012

PlanKey Questions

• What are the primary project goals, and how are they tied to the strategy?

• Are the goals realistic and achievable?

• How well is the requirement defined?

• What is the capability gap?

• Is there a roadmap? an action plan?

Plan Build Sustain


September 2012

PlanBest Practices

• Alignment between project & organization goals

• 30% rule on vendor management• Be truthful and realistic• Strong requirements• Success metrics

Page 14

Plan Build Sustain


September 2012

PlanSMARTIE System

Using “SMARTIE” system to define success:

– Specific: the 5 “W”s

– Measurable: quantitative &objective

– Attainable: internal evaluation of capability

– Realistic: external evaluation of precedence

– Timely: is the timing right?

– Integrated: aligned with organization’s overall objectives

– Essential: relevance to the project’s success

Page 15

Plan Build Sustain


September 2012

PlanPrioritization Using MoSCoW

• Must Have– Essential to the project’s success. Target fulfillment: >90%

• Should Have– Important considerations. Target fulfillment: > 50%

• Could Have– Valuable factors. No specific target

• Would Like To Have– Worthy factors. No specific target

Page 16

Plan Build Sustain


September 2012

BuildKey Questions

• What is the governance plan?

• What is the project management approach?

• Who are the stakeholders and are their expectations reasonable?

• What is the vendor management plan?

• Does the project have realistic scope, schedule, budget, and resources?

Plan Build Sustain


September 2012

BuildBest Practices

• Establish Project Management - Leadership- Process- Discipline

• Hire the Best

• Manage Vendors

• Manage Risks

Page 18

Plan Build Sustain


September 2012

BuildKey Challenges

• Context• In Planning, the situation is often idealized. • But in Build, hard work beings.

• Three common challenges:1.Conflicts

• Task-based• Process-based• Interpersonal

2.Trade-offs 3.Decision Making

Page 19

Plan Build Sustain


September 2012

SustainKey Questions

• What is the user adoption strategy?

• What are the user “performance metrics”?

• How are they tracked and monitored?

• What is the transition plan to operations?

• How are improvement suggestions managed?

• Is there a plan for continuous improvement?

Plan Build Sustain


September 2012

SustainBest Practices

•Think from the customer’s perspective. – Make it easy for the users to adopt the technology– Remove likely excuses for not using the technology

•Establish robust operations. – Often receiving the least upfront attention – until

something goes wrong.– Define operational metrics, especially service levels.– Be very clear on the processes to manage issues, defects,

enhancement requests, and service requests.

Page 21

Plan Build Sustain


September 2012

4. EXAMPLES OF RELATED FRAMEWORK

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Example 1: Strategic Business Implementation (SBI)SBI Framework for Established Organizations

Page 23

Planning

Corporate Strategy

Corporate Structure

Corporate Integration

Mission, Vision & Culture

Business Strategy

Business Objectives

Financial Plan

Budgeting

Functional Strategies:Marketing

SalesProduct

IT…

Changing (PPP)

Portfolio(Risk & Reward)

Program(Benefits)

Project(Deliverables)

Identify & Analyze:ID & Categorize

Evaluate & Select

Risk:ID & Analyze

Develop Risk Tolerance & Response

Govern:Prioritize & BalanceAuthorize & Adjust

Communicate

Monitor & Control

Initiate Program

Plan Program:Benefits Management

StakeholderGovernance

ScopeScheduleFinance

Integration

Execute Program

Monitor & Control

Closing Program

Initiate Project

Plan Project:Scope

ScheduleCost

QualityHuman ResourcesCommunication

RiskProcurementIntegration

Execute Project

Monitor & Control

Closing Project

Operating

Operation Plan:Facility Plan

Production PlanContingency PlanningDisaster & Recovery

Service PlanMaterial PlanResource PlanTraining Plan

Quality ManagementCustomer Relationship

...

Operational Metrics & Reporting

Manage Operations

Continuous Improvement

Service Catalog

Multi-Disciplinary• Organization Change Management• Organization Development

• Leadership• Incentives

• Business Process Change / Re-engineering• Functional Leadership (e.g. IT, Finance, Student Affairs…)

• Communication• Control


September 2012

Example 1: Strategic Business Implementation (SBI)SBI in Action

Page 24

Corporate

Org

aniza

tion

Leve

l

Departmental

Business HorizonLong Term Short Term

12 3

4

5

SBI’s differentiators are the emphasis on realism, alignment, integration, and collaboration. The 5 key integrative areas are:1. Action Planning2. Road Mapping3. Program/Project

Execution4. Transition to

Operations5. Collaboration


September 2012

Example 2: Build a new capabilityCapability “Heat” Map – Convert Ideas to Action

Page 25

ID Capabilities 2012 2013 2014 2015 2016 2017Foundational

F-01 Benefits Management 0 1 2 2 3 3F-02 Communication & Stakeholder 0.5 1.5 2 2.5 3 3F-03 Contract Strategy / Management 1 2 3 3 4 4F-04 Financial Management 1 1.5 2 2 2 3F-05 Governance 1 1.5 3 4 5 5F-06 Performance Metrics and Reporting 0.5 2 3 4 4 5F-07 Resource Management 1 2 2 2 2 2F-08 RAID (Risk, Assumptions, Issues, and Dependencies)0 1 1.5 2 3 3.5F-09 Service Management 0.5 1 2 3 4 4

Production Operational ManagementO-01 In-Take and Triage 1 2 2.5 2.5 3 3O-02 Defect Management 1 2 2.5 2.5 3 3O-03 Service Request 1 2 2.5 2.5 3 3O-04 Change Request 1 2 2.5 2.5 3 3O-05 Release Management 0.5 1 2 3 4 5O-06 Environment Mgmt 0.5 1 2 2 2 2O-07 Code Management 2 2 3 3 3 3O-08 Quality Assurance 0.5 1 2 3 3 3O-09 Retrofitment / Harmonization 0.5 2 3 3 3 3

ProjectP-01 Project In-Take Process 0 1 2 2 2 2P-02 Project Planning 0.5 1.5 2 2 3 3P-03 Technical Spec 1 2 2 3 4 4P-04 Development 2 2 3 4 4 4P-05 Quality Assurance 1 2 3 4 4 4P-06 Data Migration 1 1.5 2 2.5 3 3P-07 Technical Deployment (incl. cutover) 1 1.5 2 2.5 3 3.5P-08 Business Deployment (incl. training) 0.5 1 2 3 4 4P-09 Project Management 0.5 1 2 2.5 3 3.5P-10 Program Management 0.5 1 1.5 2 2.5 3


September 2012

5. CRITICAL CONSIDERATIONS FOR IT IMPLEMENTATIONS

September 2012

Critical ConsiderationsTop five

1. Avoid big projects with long duration

2. Establish effective governance early on

3. Be realistic with yourself and your expectations

4. Technology vendors often overpromise and under deliver

5. 70/30 Rule


September 2012

Further Reading

What is Project Management? • Copy & paste this link:

http://www.pmi.org/About-Us/About-Us-What-is-Project-Management.aspx

A Taxonomy of an IT Project Failure: Root Causes• Copy &past this link:

http://search.proquest.com.ezproxy.montclair.edu:2048/abicomplete/docview/195546967/137183C92C94A82C940/4?accountid=12536

A Balanced Scorecard Approach to Project Management Leadership• Copy &paste this link:

http://search.proquest.com.ezproxy.montclair.edu:2048/abicomplete/docview/218761674/137182F72305126A14B/28?accountid=12536


http://www.pmi.org/About-Us/About-Us-What-is-Project-Management.aspx





September 2012

THANK YOU!Please complete the post training survey at https://www.surveymonkey.com/s/PostSessionSurvey1

In addition, as a part of my research interest, I have an ongoing questionnaire for strategic business implementation. Feel free to complete the questionnaire for one of your projects; it is completely anonymous. The URL is https://www.surveymonkey.com/s/SBI-Registration.

I also have a mailing list for people who want to receive any occasional updates from my work, including project research. If interested, please sign up here: https://www.surveymonkey.com/s/SBI-Registration.

If you have any general questions, please contact Te Wu at [email protected] and please reference this workshop in the e-mail.


https://www.surveymonkey.com/s/PostSessionSurvey1

https://www.surveymonkey.com/s/SBI-Registration

mailto:[email protected]

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