Delivering Successful Projects in Government -...
Transcript of Delivering Successful Projects in Government -...
CONFIDENTIAL AND PROPRIETARYThis presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
John Kost
Group Vice President
Delivering Successful Projects
in Government
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Heard any good horror stories lately?
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Honesty
"The single biggest failure of the project was failure around managing the program and governance of it," she said.
"There was no real clarity of governance. There was one part of the government that was responsible for whole of government IT in a shared service provider model, and then we had the line agency Queensland Health," the former premier said.
"Between those two agencies there was not a single point of accountability. So everybody was in charge, which ultimately meant nobody was."
Anna Bligh
Former Premier of Queensland
May 18, 2015
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CONSUMERIZATION
The Nexus of Forces Is Enabling Transformation in Government
Big Data, New Insights
Seamless Socialization
Empowered Citizens and
Employees
IT as a Utility
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The Digital Public Sector Challenge
In a Digital Government World…. Data siloes must be overcome and data shared internally and externally Processes must be standardized across siloes IT infrastructure is not a limiting factor Governance models and Leadership must enable this
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The Most Critical IT Role in the Public Sector: The Chief Executive
The Chief Executive’s aptitude towards conflict resolution related to IT sets the tone for IT management and governance throughout the enterprise.
Throughout the world, most public sector CE’s are missing the plot
Poorly trained with insufficient understanding (or even fear) of IT management
– “I’m too busy managing this department. IT is not important to me.”
Avoidance of conflict resolution
– “It’s IT, you guys work it out (so I don’t have to understand it).”
Disengaged from change management
– “It’s an IT project, I don’t want to be involved.”
Poor understanding as to what to expect from CIOs
– “He does a great job of keeping our computers running.”
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Traditional View of IT by Government Leaders
Type 1 – Ongoing Operations
Expectations:
A mystical black box of technical issues they don’t understand or care about.
It costs too much
Type 2 – New Projects
Expectations:
They will be late
They will be over budget
They will fail to deliver promised results
The failure will end up in the newspaper
The results undermine IT leadership credibility
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Governance/Project Assessment
CIO Effectiveness and Project Success are both dependent on strong governance. Five factors can help predict success.
D
C
B
AWhat is the level of personal engagement of the CEOs of the
department(s) affected by the project?
Is the project perceived to be an “IT Project”?
Is it clear who the decision makers are and is the decision making path (governance) for policy decisions clear and timely?
Is it clear who will resolve conflicts whenever inevitable policy or contractual issues arise and the process for escalating conflicts?
EAre the intended outcomes clear and are those outcomes focused on
refined service delivery processes rather than IT deployment?
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Personal Engagement in Projects
Typical
Obligatory sign-off on business case
Perfunctory quarterly steering committee meetings
Change management delegated to project manager
Lack of willingness to change direction (or cancel) if milestones show project off track
Best Practice
Detailed review of intended business benefits and project plan
Project manager reports directly to CEO (or COO)
Desired state of business processes defined before any IT is considered
Constant and direct interaction with direct reports on execution of change management
Direct reports held accountable for change management within their respective programs
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Governance: Cannot be IT-Driven –Business Leadership Required
IT Governance Strategy
IT Governance
• Goals
• Domains
• Decision Rights
• Principles and Policies
Supply
Governance
(How Should IT Do What It Does?)
Demand
Governance
(What Should IT Work On?)
•Who speaks for each stakeholder?
•Who decides what the highest program /IT priorities are?
•Who decides business process standards?
•Does the organization have the capacity for innovation and change?
•How are needs being communicated from stakeholders to IT?
•Who pays for new capacity?
Business Management Primary Responsibility
•Who decides what IT services to offer?
•Who decides IT service levels?
•Who decides what the highest IT priorities are?
•How are standardized business processes determined?
•How and when is all this communicated to users?
•What happens when there is insufficient capacity to meet approved demand?
IT Management Primary Responsibility
Who? Business/Program Leaders!
CIOs cannot be the decision maker on these issues.
Process? The same one orgs use for non-IT decisions!
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Governance Frameworks
There are an almost infinite number of variations on governance frameworks.
The Good News:
Any Governance Framework Can Succeed
The Bad News:
Any Governance Framework Can Fail
The key to success is:
Having the right people and
Having the right engagement.
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The Best Project Governance is Simple
Business Decision Makers
Project Manager
If it’s much more complicated than this, then you probably have the wrong people
in the governance process.
Chief Executive/SRO
Technical Decision MakersBusiness Process Leaders
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Model Project Governance (large project within single program)
Program Director
Project Champion
Program Manager
FinanceField
ServicesPolicy IT
Governance Council
•Program Director should be highly engaged in decision making and execution
•Program Manager reports to Program Director
•All affected bureaus within the program are represented and participating in governance
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Model Project Governance (large project across multiple programs)
Project Champion
Program Manager
Governance Council
Program Director
Program Director
Program Director
Program Director
Department Director
Program Manager
•Department Director (CEO) should be highly engaged in decision making and execution
•Program Manager reports to Department Director (CEO)
•All affected programs within the department are represented and participating in governance
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Model Project Governance (large project across multiple departments)
Program Manager
Governance Council
Department Director
Department Director
Department Director
Department Director
?
Program Manager
•Department Directors (CEOs) should be highly engaged in decision making and execution
•Program Manager reports to Governance Council
•All affected departments are represented and participating in governance
•Someone above the department director level must be prepared to step in to resolve stalemates in governance decisions
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Making Governance Effective
WHO
Do they have the authority?
Do they have the aptitude?
Are they decisive?
Do they have the necessary information?
Do they make the time?
PROCESS
Do decisions get to the right person(s)?
Processes can include;
Chain of command discussions,
Project management escalation,
Budgeting,
Human Resources,
Procurement,
Strategic planning,
Risk management,
Enterprise Architecture planning
Business process modernization.
Who decides and by what process.
DECISIONS
• Binding
• Enforceable
• Accountable
• Responsible for execution
• Business process-focused
• Communication
• Conflict resolution
• NOT to be confused with advising.
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Project Engagement for the CEO
Before a project starts:
What are the overall objectives of the project?
Investment Logic Mapping
What is the desired end state when the project is done?
Business processes
Customer impact
What are the metrics for success?
Do all business unit heads agree?
Did/Will the procurement lead to the desired outcome?
Players
CEO
Project manager*
All business unit heads
CFO
CIO
Head of Procurement
Head of HR
* Honesty & Trust
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Project Engagement for the CEO
Weekly during the project:
What did we accomplish last week?
Were there any deviations from the intended end state? Why?
– Are all business units in agreement on the deviations? Impact on the benefits stream?
Are there any policy issues that require a decision?
– Who is involved in the decision? HR/project resourcing issues?
– Where do the issues stand? What is the nature of the conflict?
– When will the decision be made? Do I need to intervene?
What is being done to plan for execution/change management?
What is happening in the week ahead?
Communications/messaging?
Are any changes in the contract(s) with vendors required? Why?
Players
CEO
Project manager*
All business unit heads
CFO
CIO
Head of Procurement
Head of HR
* Honesty & Trust
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Creating "Intelligent Consumers"
Getting the right stakeholders in engaged in demand governance is half the battle.
The second half of the battle is for them to know what they want/need.
Create "intelligent consumers" by introducing stakeholders to ways technology can help them solve business problems or transform how we do business.
Innovation opportunities
New technologies
Best practices occurring in government or other industries
Chief Executives cannot delegate strategic leadership.
CEs must set the direction for your enterprise.
IT cannot (nor should it) execute what the business is not ready for.
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Vendors & Procurement
Many transformation projects are set up to fail through the procurement process and resulting contracts (for lots of reasons, including project governance).
Tender documents should describe project governance framework.
Vendors should propose a governance framework that will work, whether it is asked for or not.
Vendor and end-user governance frameworks should be aligned during contract negotiation.
Use the resulting governance framework to resolve conflicts and uncertainty FAST!
“Firm, Fixed-Price Contracts”
Two Great Works of Fiction:
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The key value is in enabling business
Automating processes
Integrating processes
Transforming processes
But, IT cannot do this itself.
Business must take a leadership role.
Business consumers must understand what they are getting themselves into.
Once into it, business leaders must engage in change management and execution.
Software cannot resolve business rule conflicts.
Turf/politics
Process
Technology
Easy
Hard Hierarchy of challenges
CIOs rarely have the authority to fix this problem.
• Getting agencies to work together
• Cohesive enterprise leadership
driven by cooperation, not "turf"
• Consensus of direction
• Procurement, HR, budgeting
• Rigid command and control
• Hierarchical rather than open
• Standards
• Data modeling and integration
• Modernization
• Privacy and security
Unique Public-Sector Challenges: Why Getting IT Governance Right Is Critical
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Recommendations for CIOs (1)
1. Do a candid assessment of your governance structure and, specifically, of the executive business sponsors to sense whether they are ideally suited for the leadership required.
Do they grasp the kinds of issues and decisions they will be required to be engaged in?
From: “Where the Buck Really Stops for Government IT Project Failure” – John Kost (G00263001)
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Recommendations for CIOs (2)
2. Have heart-to-heart talks with the CE (as many as are needed during the course of the project):
Note that this is not an IT project, and the business has to take ownership of policy and change management decisions.
Find out directly the kinds of decisions that the CE is uncomfortable making and develop a work-around plan so those decisions do get made.
Point out that there must be very strong project management capabilities with direct access to the CE for quick decision making.
Ensure there is a clear expectation around communication:
– What issues does the CE expect to be involved in, and how are they communicated to him/her?
– What constitutes a crisis requiring immediate notification?
– What issues are beneath the CE, and are considered a waste of time, left for others to resolve?
Point out that all stakeholders need to have a common understanding of what the objectives of the effort are.
Present a clear delineation of what the risks are and how to develop an understanding about how they should be managed and mitigated.
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Recommendations for CIOs (3)
3. Use investment logic mapping and the gate review or similar processes if they exists.
4. Maintain constant communication between the CE, stakeholders, project leaders and the relevant vendors to ensure everyone is working with the same understandings and expectations.
5. Work with your government's audit and/or risk management body to have them help you identify - upfront - the potential risks embodied in the project. Use them to remind the CE, if appropriate.
6. Create Intelligent Consumers at the CE level.
7. Ensure that vendors understand the government's governance model so they know to whom and how communication is to occur related to any problems, statement of work deviations, or contractual expectations. Create a climate based on openness and collaboration between the parties.
8. Engage external project assurance resources to make independent assessment of the progress and risks of the project.
From: “Where the Buck Really Stops for Government IT Project Failure” – John Kost (G00263001)
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Projects are a team sport.
A CIO and/or Project Manager do not alone have the authority to ensure success.
Get business leadership engagement in a project and keep it.
And, your probability of success will go up exponentially.
CONFIDENTIAL AND PROPRIETARYThis presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
John Kost
Group Vice President
Delivering Successful Projects
in Government