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1
How to rearrange the deck chairs on the Titanic
Mark Smalley, IT Paradigmologist
@marksmalley &
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• You change things• What do you change?
Agenda!
3
Speaker’s challenge!
#PMI_Singapore@marksmalley
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• Rearranging the deck chairs on the Titanic• Consequences of the scope of a project being
too IT focused • Instruments incl. the BiSL framework• Approaches for organizing business
responsibilities• Takeaways
Agenda!
5
• Rearranging the deck chairs on the Titanic
• Consequences of the scope of a project being too IT focused
• Instruments incl. the BiSL framework• Approaches for organizing business
responsibilities• Takeaways
Agenda!
6
How to rearrange the deck chairs on the Titanic
Mark Smalley, IT Paradigmologist
@marksmalley &
7
How to rearrange the deck chairs on the Titanic
Mark Smalley, IT Paradigmologist
@marksmalley &
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How to rearrange the deck chairs on the Titanic
Mark Smalley, IT Paradigmologist
@marksmalley &
“Technology is too important to the business not to be engaged and IT does not understand the business well enough to
be left to its own devices”
“CIO will potentially be
relegated to managing
legacy interfaces and the
underlying infrastructure”
“IT is at risk of being bypassed for
services firms and consultants.”
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Prague Spring 1968!
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Arab Spring 2011!
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Helsinki Spring 2011“Angry Young Finns” !
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Smalley is revolting!
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IT Spring – Occupy IT
Users are
revolting!
Topple the
IT dictators!
Liberate the users!
Befriend the users!
1414
● Business depends on information & IT● IT is a strategic capability ● IT is still underperforming● Polishing the inside of the kettle isn’t enough
State of the union
● Integration with business is needed● Business domain knowledge● Business empathy ● Demand-side IM processes
● IT organizations need credibility● Business managers must take their
responsibility for governing IT
15
marksmalley @
Mark SmalleyIT Paradigmologist
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Andrew Oswald
Happiness is U-shaped
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IT Paradigmology
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InfoSyst
The Big IT Picture
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InfoSyst
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The business produces products and services by executing business processes using people, information and other resources, and● Determines which
information is required and which part will be automated
● Delegates automated part to the IT department
● Ensures the quality of information
● Ensures effective and efficient usage of information (systems)
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• Rearranging the deck chairs on the Titanic• Consequences of the scope of a project
being too IT focused • Instruments incl. the BiSL framework• Approaches for organizing business
responsibilities• Takeaways
Agenda!
2222
Change project
Incremental change
Current situation
Desired situation
Change is needed
2323
USER ORGANIZATION• Values, mission &
vision• Products & services• Structure• Goals• Funding• Partners & suppliers• People• Habits & attachments• Knowledge & skills• Roles, rights &
responsibilities• Processes &
activities• Relationships &
agreements• Information• Workspace & facilities
INFORMATION SYSTEMS• Architectural principles• Design• Applications
• Data• Software
• Infrastructure (devices, networks, servers)• Data• Software• Hardware
• Procedures & instructions for usage, operation, maintenance
IT ORGANIZATION• Values, mission &
vision• Products & services• Structure• Goals• Funding• Partners & suppliers• People• Habits & attachments• Knowledge & skills• Roles, rights &
responsibilities• Processes &
activities• Relationships &
agreements• Information• Workspace & facilities
Critical areaManaging information and IT services from a business perspective
Scope of the project?
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• Difficulty specifying functionality• Disruptive changes during project• Everything high priority• Arguments during acceptance testing• Users unprepared – wasted time and misuse of
system• Inaccurate data• General confusion who is responsible for what
Delayed business benefits, wasted money, unnecessary risks, dissatisfied customers…
When the project scopeexcludes business information management…
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The Project Manager • Gets blamed• Explains that the scope needs to be extended• Proposes corrective measures• Needs insight into organizing the business-side
responsibilities
When the project scopeexcludes business information management…
26
• Rearranging the deck chairs on the Titanic• Consequences of the scope of a project being
too IT focused • Instruments incl. the BiSL framework• Approaches for organizing business
responsibilities• Takeaways
Agenda!
2727
● Business depends on information & IT● IT is a strategic capability ● IT is still underperforming● Polishing the inside of the kettle isn’t enough
● Integration with business is needed● Business domain knowledge● Business empathy ● Demand-side IM processes
● IT organizations need credibility● Business managers must take their
responsibility for governing ITBiSL
Value modelBiSL
ABC of ICT
State of the unionand useful instruments
28
Paul Wilkinson
World-wide ABC of ICT Surveys
ABC = Attitude, Behavior & Culture; source www.gamingworks.nl
29ABC = Attitude, Behavior & Culture; source www.gamingworks.nl
Paul Wilkinson
World-wide ABC of ICT Surveys
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“MBA
spoken
here”
30
Value model
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InfoSyst
User
Org
IT Org
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Think out of the IT box
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Shows how to
• Ensure that the business gets the information that it needs
• Acquire and manage IT services effectively and efficiently, from a demand (business) perspective
Process framework, best practices, training & qualification (APMG) program, priSM accreditation, publications with guidance, knowledge network
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BiSL, the Business InformationServices Library
3333
● Interfaces between business & IT
● Relationship with the users
● Strategic use of information & IT
● Business cases, cost/benefit mgmt
● Specification, procedures, acceptance and training
● Business-side goals, activities & results; demarcation business & IT
● Positioning of Information Management as a business responsibility
BiSL addresses
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Directinformation
strategy
Changefunctionality
Supportusers
Financialmanagement
Demandmanagement
Contract management
Governinformation
management
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Manage information management
Man
agem
ent
Op
erat
ion
sS
trat
egy
BiSL Framework
35
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Use management cluster Functionality management cluster
Specify information
requirements
Design non-automated
info. systems
Preparetransition
Review and testing
Establishbus. process developments
Information strategy cluster
Strategicsupplier
management
Strategic info. partnermanagement
I-organizationstrategy
Strategic userrelationship
management
I-organization strategy cluster
Informationlifecycle
management
Establish info. chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Man
agem
ent
Op
erat
ion
sS
trat
egy
BiSL Framework
36
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Use management cluster Functionality management cluster
Specify information
requirements
Design non-automated
info. systems
Preparetransition
Review and testing
Establishbus. process developments
Information strategy cluster
Strategicsupplier
management
Strategic info. partnermanagement
I-organizationstrategy
Strategic userrelationship
management
I-organization strategy cluster
Informationlifecycle
management
Establish info. chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Man
agem
ent
Op
erat
ion
sS
trat
egy
End usersupport
BiSL addresses: Interfaces between business and IT
37
Planning and resource management
Financialmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Use management cluster Functionality management cluster
Specify information
requirements
Design non-automated
info. systems
Preparetransition
Review and testing
Establishbus. process developments
Information strategy cluster
Strategicsupplier
management
Strategic info. partnermanagement
I-organizationstrategy
Strategic userrelationship
management
I-organization strategy cluster
Informationlifecycle
management
Establish info. chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Man
agem
ent
Op
erat
ion
sS
trat
egy
Demandmanagement
BiSL addresses: Relationship with the users
38
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Use management cluster Functionality management cluster
Specify information
requirements
Design non-automated
info. systems
Preparetransition
Review and testing
Establishbus. process developments
Information strategy cluster
Strategicsupplier
management
Strategic info. partnermanagement
I-organizationstrategy
Strategic userrelationship
management
I-organization strategy cluster
Informationlifecycle
management
Establish info. chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Man
agem
ent
Op
erat
ion
sS
trat
egy
BiSL addresses: Interfaces between business and IT
39
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Use management cluster Functionality management cluster
Specify information
requirements
Design non-automated
info. systems
Preparetransition
Review and testing
Establishbus. process developments
Information strategy cluster
Strategicsupplier
management
Strategic info. partnermanagement
I-organizationstrategy
Strategic userrelationship
management
I-organization strategy cluster
Informationlifecycle
management
Establish info. chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Man
agem
ent
Op
erat
ion
sS
trat
egy
BiSL addresses: Business cases and cost/benefit mgmt
40
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Use management cluster Functionality management cluster
Specify information
requirements
Design non-automated
info. systems
Preparetransition
Review and testing
Establishbus. process developments
Information strategy cluster
Strategicsupplier
management
Strategic info. partnermanagement
I-organizationstrategy
Strategic userrelationship
management
I-organization strategy cluster
Informationlifecycle
management
Establish info. chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Man
agem
ent
Op
erat
ion
sS
trat
egy
BiSL addresses: Specification, procedures, acceptance and transition
41
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Use management cluster Functionality management cluster
Specify information
requirements
Design non-automated
info. systems
Preparetransition
Review and testing
Establishbus. process developments
Information strategy cluster
Strategicsupplier
management
Strategic info. partnermanagement
I-organizationstrategy
Strategic userrelationship
management
I-organization strategy cluster
Informationlifecycle
management
Establish info. chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
41
Man
agem
ent
Op
erat
ion
sS
trat
egy
BiSL Framework
42
• Rearranging the deck chairs on the Titanic• Consequences of the scope of a project being
too IT focused • Instruments incl. the BiSL framework• Approaches for organizing business
responsibilities• Takeaways
Agenda!
43
• Four kind of (project) approaches
• Sanity checklist
• Common pitfalls and success factors
• Implementation roadmap
43
How to (re)organize the business responsibilities
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Threat?
Own Skills?
Improvement?
big
small
Quality ScenarioTop-down
Route and results predeterminedExpert Project - external manager and consultants
weak
strong
Result ScenarioMore top-down than bottom-up
Results predetermined, route partiallyBest Practice Project – interim manager, team
Growth ScenarioMore bottom-up than top-down
Route predetermined, results partiallySelf-assessment and modest changes – team
Team ScenarioBottom-up
Route and results not predeterminedContinual improvement - team
difficult
easy
Four approaches
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• How much do our systems cost – is that normal?
• Are the systems being used properly?
• What do the users think about our systems?
• What are business needs, now and in the future?
• How much budget is available and are we making justifiable investments?
• Do the systems have business owners?
• Do we have clear agreements with IT?
• Does IT give us enough strategic value?45
Sanity checklist for the business
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PITFALL• Processes should be
implemented uniformly in all teams
• Process improvement is the solution to all problems
• Maturity should be as high as possible
• People are ignorant and need to be told what to do
• When the implementation is done, the project is finished
• Implementation should be approached top-down
• All processes should be improved at the same time
COMMENT• Different circumstances
need different implementations
• Could be a problem with skills and tooling
• But this costs money and flexibility
• Utilize experience, improve motivation
• Monitoring, fine-tuning, unexpected effects
• But sometimes bottom-up is better
• Usually not necessary or achievable
Common pitfalls
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People• Poorly defined and agreed IM roles, responsibilities and
accountabilities between IM & IT & Business• IT does not communicate in business terms, build
relationships with business and demonstrate trust and credibility
Process• Unclear meeting structures and decision making• Poor alignment of processes and hand-over between
Business, IM, and ITPerformance• No clear shared strategy and planning from business
Top fail factorsidentified during BookStoreTM business simulations
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People• Clearly defined roles, responsibilities and
accountabilities• IT must develop a core competence of ‘demand
acceptance’Process• Processes must be seen in the context of Continual
Service Improvement Performance• The Business, Information management & IT must have
a shared view of the strategy and the pipeline of initiatives
Top success factorsidentified during BookStoreTM business simulations
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Incompetent Competent
Unco
nsc
ious
Consc
ious
Learning
Aw
are
ness
Pra
ctice
Implementation roadmap
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Like a Tai Chi master, the Project Manager, armed with insight into business information management responsibilities and processes, redirects the directives of the Project Committee into positive proposals for achieving the desired project outcomes, thereby demonstrating his/her value
Vision
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Not only can this insight be used to re-scope a derailed project, it can also be used to propose new projects aimed at improving the value that user organizations extract from existing systems
Proactive vision
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• Rearranging the deck chairs on the Titanic• Consequences of the scope of a project being
too IT focused • Instruments incl. the BiSL framework• Approaches for organizing business
responsibilities• Takeaways
Agenda!
53
● Download the free BiSL management guide and more from www.aslbislfoundation.org
● Be aware of the business responsibilities and the fact that they are often not formally organized
● Do the sanity check with the business● Check whether your project scope is broad enough
● Link up and keep in touch @marksmalley &[email protected]
Back at work…
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How to rearrange the deck chairs on the Titanic
Mark Smalley, IT Paradigmologist
@marksmalley &