IBM - The 7 Keys to Success - MoMoDar

MoMoDar – Managing e-Government Projects with“The Seven Keys for Success”

David SaweCountry General Manager – IBM Tanzania Ltd.5th November 2012

The Seven Keys to Success™

Altering the course of history for e-Government projects

“You live your life forwards but understand it backwards”

The Seven Keys to Success | PowerPoint | 05 November 2012 | 2

The Seven Keys to Success | PowerPoint | 05 November 2012 | 3

“Hit me over the head!”– Top Executive

You must communicate at the board-room’s level…

…by using the board-room’s language.

Healthy SignsExecutive incentives tied to project resultsInvestments in change management and trainingStakeholder resources dedicated as plannedSubject matter experts dedicated full-time

Unhealthy SignsNo executive sponsor visiblePeople sabotaging effortsResistance to new ideasNo “experts” available

1. Stakeholders are committed

Stakeholder management plan is fully implemented and maintained

The right sponsor is appropriately engaged and funded

Regular Steering Committee meetings are being held, decision and actions are being taken in a timely fashion and are effective

All appropriate stakeholder groups are effectively represented and engaged

1. Stakeholders are committed

2. Business benefits are realized

Healthy SignsA compelling reason to implementThe solution doesn’t have to be fancyThe “Before/After” difference can be readily measured

Unhealthy Signs“Why are we doing this?”Time is not importantCost is too important

The business case is clearly and convincingly articulated

The solution will appropriately support the desired outcomes and costs

The quality of work products is appropriate

Benefits tracking is ongoing and meaningful

2. Business benefits are realized

3. Work and schedule are predictable

Unhealthy SignsCan’t describe what finished meansUncontrolled — poor plans, controls, tracking mechanismsSlippage comes as a surprise

Healthy SignsEveryone gives the same definition of finishedGood evidence of controlSlippage, when it happens, is predicted

Project plan is accepted and maintained

Interim and final milestones, as well as deliverable acceptance criteria and roles are all accepted

Approach is appropriate, adequate, followed, and all resources have been scheduled

There is confidence in the progress report's accuracy and estimates to completion

3. Work and schedule are predictable

Unhealthy Signs“Issue” is a bad wordNot clear how the project’s scope is definedConfusion over scope document’s versions and updates

4. Scope is realistic and managed

Healthy SignsEvidence of healthy negotiationLengthy issues logWritten agreementsScope documents are compiled and readily available

Scope management plan is implemented

Organisational, system and geographic boundaries are appropriately defined

Scope exclusions and assumptions are clear

Proposed / agreed changes to terms are apropriately reflected in costs, schedules and responsibilities

4. Scope is realistic and managed

Unhealthy SignsThe tension can be feltTurnover is highWorking conditions are poor

5. Team is high performing

Healthy SignsMorale is goodThe team is diverseHigh energy and enthusiasm for the project

Breadth, depth and caliber of Project Manager and team skill are appropriate for all phases

Morale, motivation, energy, and collaboration across teams are high

Encironment and facilities support productive and effective teamwork

Roles and responsibilities are clear

5. Team is high performing

Unhealthy Signs“What risks?”All-or-nothing tactics

6. Risks are mitigated

Healthy SignsDocumented planTest-it-first tacticsRegular and systematic probing for risksRisk and issue follow-up is taken seriously

Risk management plan is fully implemented, maintained, and supported

Risks are proactively sought in meetings and discussions, and are dutifully identified, documented and assigned for follow-up

Risk tracking and reporting are timely

Mitigations are effective

6. Risks are mitigated

Unhealthy SignsGood staff are not availableNegative remarks about performance

7. Delivery organization benefits are realized

Healthy SignsPeople feel they are learningWillingness to invest in the projectGood press is being created

7. Delivery organization benefits are realized

The project will help the delivery organisation's reputation

The project will help financially; billing and collections are current

The project will help team members' careers

The project will contribute to the organisation's knowledge and lessons learned.

Stakeholders are Committed

Business Benefits are Realised

Work and Schedule are Predictable

Team is High Performing

Scope is Realistic and Managed

Risks are Mitigated

Deliv. Org. Benefits are Realised

Concern Recommended Action

Concern

Recommended Action

Example of a Monthly Board Room Agenda

What they need to know, what they need to decide

No Concern

“You live your life forwards but understand it backwards.”

– Søren Aabye Kirkegaarde (1813-1855)

Danish Philosopher

Accelerating the acquisition of expertise through research

“Great understanding only comes when very little of professional life remains.”

– Project Management Guru

Stakeholders are Committed

Business Benefits are Realized

Work and Schedule are Predictable Team is High Performing

Scope is Realistic and Managed

Risks are Mitigated

Deliv. Org. Benefits are Realized

Alter the course of e-Government’s history: the Seven Keys to Success

7 Keys > Altering the course

Thank you for your time and interest today!

For more information:

§ www.ibm.com

§ Search “Seven Keys to Success”

Contact:

§ David Sawe

§ +255 78 478 2175 / +255 75 478 2175

§ IBM-Tz Ltd, 7th Floor Amani Place, Ohio Street, Dar es Salaam

§ saweda@tz.ibm.com

IBM - The 7 Keys to Success - MoMoDar

Documents

Arrangement keys to success

IBM Rational Software Development Conference 2008 Day 0 Session...a IBM Rational Software Development Conference 2008 Enterprise LifeCycle Management 5 Keys to Success in Today’s

Keys to Personal Success

Keys To Success

Keys to Success Floating LNG Power Vessel Technology ... · PDF fileSix Keys to Floating Projects Success Keys to Success Keys to Success The realization of FLNG has been drawing attention

LEARNING ENVIRONMENT STANDARD 17 KEYS TO ...archive.dimacs.rutgers.edu/nj_math_coalition/framework/...Keys to Success Standard 17 discusses the “keys to success” in mathematics,

Keys to Success - National DPP Coverage Toolkit€¦ · Keys to Success The . Keys to Success. tip sheet series provides lessons learned and insights from others implementing the

KEYS TO ACADEMIC SUCCESS

Success Keys - Nitaqat

Success... · CAREER SUCCESS REPORT Employed Full-Time Other ... IBM National Institutes of Health ... One of the keys to successfully planning your

IBM Academic Initiative: Colleges and Universities ... · IBM Academic Initiative: Colleges and Universities Teaching System z ... Become. 21© 2013 IBM Corporation Keys to Success

Keys to Success: Districts

Important keys to success

Creating Internal Coaching Programs: 10 Keys to Success · Creating Internal Coaching Programs: 10 Keys to Success February 9, ... • IBM • Microsoft ... What does success look

Keys To Success Burnett

Information Session - csulb.edu · • IBM • Ingram Micro ... • Keys to success • Networking • Social Events ... PowerPoint Presentation Author: Marina Freeman-Garvey

KEYS TO SUCCESS:

5 Keys to Success

The keys to success

2016 IBM Corporation 1 · U.S. Geological Survey. Apple. Twitter. Medtronic. ... Keys to ecosystem success. Watson Health ... 2016 IBM Corporation 51