WHY I.T PROJECTS ARE A DIFFERENT BREED” OF CHANGE...0% 5% 10% 15% 20% 25% 30% 35% 2002 34% Success Statistics provided by the Standish Group (CHAOS Manifesto 2013) Succeeded –

WHY I.T PROJECTS ARE A DIFFERENT

“BREED” OF CHANGE

“Those who initiate change will have a better opportunity to manage the change that is inevitable.” - William Pollard

Guest Speaker: Tony Christodoulou

PMSA RPM Knowledge Series - IT Project Management

~6 types of IT project failure

~I.T Projects lack momentum

~Practice: Creating a model for driving momentum

SET THE SCENE

0%

5%

10%

15%

20%

25%

30%

35%

2002

34%

Success

Statistics provided by the Standish Group (CHAOS Manifesto 2013)

Succeeded – “Delivered on time, on budget, with required features and

functions”

PROJECTS THAT HAVE SUCCEEDED


0%

5%

10%

15%

20%

25%

30%

35%

40%

2002 2004 2006 2008 2010 2012

34% 29%

35% 32%

37% 39% Success


Statistics provided by the 2013 Prosperous Report



0%

10%

20%

30%

40%

50%

60%

51%

Challenged

Challenged - “these were projects that were late, over budget, and/or with less than the required features

and functions”

2002

PROJECTS IN THE CHALLENGED PHASE


0%

10%

20%

30%

40%

50%

60%

2002 2004 2006 2008 2010 2012

51% 53% 46% 44% 42% 43%

Challenged

PROJECTS IN THE CHALLENGED PHASE


0%

2%

4%

6%

8%

10%

12%

14%

16% 15%

Failed

Failed - “were cancelled prior to completion or delivered and never

used”

2002

% OF PROJECTS THAT FAILED


0%

5%

10%

15%

20%

25%

2002 2004 2006 2008 2010 2012

15% 18% 19%

24% 21%

18%

Failed

% OF PROJECTS THAT FAILED


2002 2004 2006 2008 2010 2012

34%

29%

35% 32%

37% 39%

51% 53%

46% 44%

42% 43%

15% 18% 19%

24% 21%

18%

Success Challenged Failed

TREND OVER THE PAST DECADE

SYSTEMS THINKING – THE CONCEPT

I.T: THE MECHANISM TO CHANGE

~ Developing a tangible asset through an intangible process

~ Complexity - Integration (legacy vs. new)

~ Managing the internal and external system interdependencies

~ Difficulty in sizing the required change

~ Converting business requirements to IT specifications

~ Covering all possible scenarios end-to-end

WHAT MAKES I.T PROJECTS DIFFERENT?

1. Intent Failure

2. Sponsor Failure

3. Design and Definition/Scope Failure

4. Communications Failure

5. Project Discipline Failure

6. Supplier/Vendor Failure

Source: http://www.youtube.com/watch?v=4a4ZxOAQifE

6 TYPES OF IT PROJECT FAILURE

http://www.youtube.com/watch?v=4a4ZxOAQifEhttp://www.youtube.com/watch?v=4a4ZxOAQifE

1. Intent Failure Occurs when the project doesn’t bring enough added value or capability

to manage the on-going challenges throughout the process. This suggests the original intent of the project was flawed from the beginning.




2. Sponsor Failure Occurs when the person heading up the project is not actively engaged

and/or does not have the mandate to make the necessary decisions critical to the projects delivery.




3. Design and Definition/Scope Failure Occurs when the scope is not clearly defined, so the project team is

unclear on deliverables and manages based on self understanding versus clear business objectives.




4. Communications Failure Occurs when communications are infrequent or honest discussion of

project problems and issues are avoided until the window to mitigate is obsolete.




5. Project Discipline Failure Occurs when the project methodology/approach is ignored and made

redundant based on wanting to speed the process so that the mitigation factors inherent in the process are never used.




6. Supplier/Vendor Failure Occurs when the structure of supplier /vendor relationships doesn’t

allow for communication and adjustments.





MOMENTUM = C.M.O.U X VELOCITY

70% of I.T projects fail due to poor

business requirements






Out of 100 I.T project

initiated, 94 will start over again at least

ONCE!


~ Extracting, communicating and translating the business requirements

effectively:

̚ Executives have more experience in what doesn’t work;

̚ Most peoples experiencing in extrapolating requirements is based on their own legacy;

̚ When solutions are being pushed onto a problem that doesn’t fit the need;

̚ The ability to facilitate the requirements extraction process;

̚ Your not dealing with well organised data and information;

̚ Not understanding the complexity and essence of good captured requirements;

CRITICAL MASS OF UNDERSTANDING

~ Being able to move at an accelerated rate and within response to business:

̚ Having a set common “norm” and approach to delivery;

̚ Strong executive and SME support throughout the process;

̚ Managing the “drum beat”;

̚ Managing sequential delivery versus the “big bang” approach;

̚ Clear depicted R&R with dependency understanding;

̚ Light-touch governance x Discipline x Adaptability and agility to change;

̚ Lock your scope and ensure there is tighten governance layer to scope additions;

VELOCITY

Business / System

Analysts Developers Testers

Order of events:

1. Business analysts capture business requirements;

2. Business requirements are then converted to functional specifications;

3. Functional specifications are used by the developers to design as requested;

4. Testers use the same business requirements to confirm that the developed items are

functioning as intended (if not they then raise defects to the developers);

5. Developers then resolve defects;

CREATING A MODEL FOR DRIVING MOMENTUM

SME’s

Source: Execution approach example for an Software Development Project – T.Christodoulou

CREATING A MODEL FOR DRIVING MOMENTUM



Collaboration (“Agile”) Layer

Enablement Team

Bu

sin

es

s S

co

pe M

an

ag

em

en

t

An

aly

sis

& D

es

ign

Deve

lop

me

nt

Business Analysis

Front-end

Pro

ject

Pro

du

ctio

n

Tes

tin

g

SIT

UAT

Regression Systems Analysis

Integration

Back-end

~ You need to drive the principle of DRIVING MOMENTUM (C.M.O.U X V);

~ Ensure the basic 4 “E’s” have been applied:

̚ Executive Support;

̚ Effective and involved SME’s;

̚ Expert analysts that specialise in extracting business requirements;

̚ Extensive understanding and collaborated efforts in doing so;

~ Push for “new blood” when in solution mode;

~ Have a set “norm” and approach to delivery;

~ Maintain momentum and enforce business participation and ownership

~ Create a “boom gate” for all future scope opportunities;

TAKE AWAY

Speaker: Tony Christodoulou, Executive Head: CTB, I.T & Process Excellence for American Tower Corporation and Senior Lecturer at GIBS

[email protected]

084 5678 555

za.linkedin.com/in/antonioschristodoulou/

@EnableExecution

QUESTIONS???

http://za.linkedin.com/in/antonioschristodoulou/

GIVE AWAY – VIDEO ON THE MOMENTUM TOPIC



Link: : http://www.youtube.com/watch?v=4a4ZxOAQifE

Documents

WHY I.T PROJECTS ARE A DIFFERENT BREED” OF CHANGE...0% 5% 10% 15% 20% 25% 30% 35% 2002 34% Success Statistics provided by the Standish Group (CHAOS Manifesto 2013) Succeeded –