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© 2012 IBM Corporation
MoMoDar – Managing e-Government Projects with“The Seven Keys for Success”
David SaweCountry General Manager – IBM Tanzania Ltd.5th November 2012
© Copyright IBM Corporation 2012
The Seven Keys to Success™
Altering the course of history for e-Government projects
“You live your life forwards but understand it backwards”
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© Copyright IBM Corporation 2002
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“Hit me over the head!”– Top Executive
You must communicate at the board-room’s level…
…by using the board-room’s language.
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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.
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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
R
G
Y
Y
Y
G
R
Concern Recommended Action
Concern
Concern
Concern
Concern
Recommended Action
Recommended Action
Recommended Action
Recommended Action
Example of a Monthly Board Room Agenda
What they need to know, what they need to decide
No Concern
No Concern
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“You live your life forwards but understand it backwards.”
– Søren Aabye Kirkegaarde (1813-1855)
Danish Philosopher
Accelerating the acquisition of expertise through research
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Accelerating the acquisition of expertise through research
“Great understanding only comes when very little of professional life remains.”
– Project Management Guru
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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
R
G
Y
Y
Y
G
R
Alter the course of e-Government’s history: the Seven Keys to Success
7 Keys > Altering the course
© Copyright IBM Corporation 2002
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