Navigating Technology – Part 2 – A Simple Framework for Managing IT Implementations
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Simple framework to Navigate Technology NAVIGATING TECHNOLOGY – PART 2
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In Part 1 of this series, we discussed the current state of IT implementation. In short, about 1/3 of the large IT projects utterly fail with another third being challenged and sometimes severely. Here, in Part 2, we present a simple framework of Plan and Build information technology implementations and how to make the results Sustainable. As a part of the framework, we present some critical questions to ask at each phase, discuss our best practices, and share our experience with some of the largest challenges.
Transcript of Navigating Technology – Part 2 – A Simple Framework for Managing IT Implementations
Simple framework to Navigate TechnologyNAVIGATING TECHNOLOGY – PART 2
Strategic Business Execution Framework
PROPRIETARY AND CONFIDENTIAL
Core Disciplines
Important Competencies
Execution Excellence
Integrating Processes
Value, Behavior, Attitude
Where in SBE does Navigating Technology fit?
PROPRIETARY AND CONFIDENTIAL
Follow-through Integrity Teamwork Resiliency …
Value, Behavior, Attitude
Important Competencies
Integrating Processes
Core Disciplines
Program Management Project Management PMO Process Improvement …
Navigating Technology Decision Making Problem Solving Managerial Courage…
Governance Change Management Knowledge Management Issue and Risk Management …
How to navigate technology?
Navigating
Technology
• Goals & Objectives• Scope• Requirements• Capability• Action Plan
Plan Plan
SustainSustain Build Build
• Governance• Project Environment• Risk Management
• Adoption• Transition Plan (to Operations)• Operating Model• Continuous Improvement
A Simple Framework – Plan, Build, and Sustain
PROPRIETARY AND CONFIDENTIAL
Plan
• 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?
• Alignment between project & organization goals
• 30% rule on vendor management
• Be truthful and realistic
• Strong requirements
• Success metrics
• 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
• 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
Key Questions
Best Practices
SMARTIE System
MoSCoW Prioritization
PROPRIETARY AND CONFIDENTIAL
Build
• 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?
• Establish Project Management
- Leadership
- Process
- Discipline
• Hire the Best
• Manage Vendors
• Manage Risks
• Context⁻ In Planning, the situation is
often idealized. ⁻ But in Build, hard work
beings. • Three common challenges:
⁻ Conflicts Task-based Process-based
⁻ Interpersonal⁻ Trade-offs ⁻ Decision Making
Key Questions Best Practices Key Challenge's
PROPRIETARY AND CONFIDENTIAL
Sustain
• 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?
•Think from the customer’s perspective: ⁻ Make it easy for the users to adopt the
technology⁻ Remove likely excuses from using the
technology•Establish robust operations.
⁻ Often receiving the least upfront attention
⁻ Define operational metrics, especially service levels.
⁻ Be very clear on the processes to manage issues, defects, enhancement requests, and service requests.
Key Questions
PROPRIETARY AND CONFIDENTIAL
Best Practices
PROPRIETARY AND CONFIDENTIAL 8
Contact Information
o Email: [email protected]
o Phone: 201.688.0680
o Web: www.pmoadvisory.com
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