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Ensuring Project Success (Cio Series Format) V1
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Ensuring Project Success (Cio Series Format) V1

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The concept of risk is inherent in any project. One way to contain risk is through risk management. Risk management involves the identification of risks, analysis of exposure to the risks in a ...

The concept of risk is inherent in any project. One way to contain risk is through risk management. Risk management involves the identification of risks, analysis of exposure to the risks in a development effort, and execution of the risk management plan.

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  • How many of you are waiting for projects to fall behind schedule? Three (3) undeniable truths: 1 – SW development is a risky business because the entire business is shrouded in uncertainty 2 – Greater than 50% of all projects are delivered late or with less than promised by the original deadline 3 – Any project worth doing that is undertaken without a formal risk identification, assessment, and mitigation process is waiting to fall behind

Ensuring Project Success (Cio Series Format) V1 Ensuring Project Success (Cio Series Format) V1 Presentation Transcript

  • Visibility, Control and Early Detection @ CAI Ensuring Project Success Through Automated Project Governance
  • Today’s Agenda
    • Risk Management
      • The Problem Made Simple
    • Today’s Objective
    • The Road Less Traveled
      • Learning the Truth the Hard Way @ CAI
    • Our Solution
    • Some Final Thoughts
  • Problem Statement
    • The concept of risk is inherent in any project.
    • Since risk is impossible to avoid, the best way to deal with risk is to contain it.
    • One way to contain risk is through risk management.
    • Risk management involves the identification of risks, analysis of exposure to the risks in a development effort, and execution of the risk management plan.
    • Have you ever been surprised by something of
    • significance in your business?
    • Have you been told a project or activity was ok, only to find out later otherwise?
    • Are you at all unsure as to whether your organization is doing what you directed
    • or what you want them to do?
    YOU CAN’T JUST TELL SOMEONE TO WORK HARDER AND EXPECT IT TO HAPPEN ?
    • Do you feel like you are being forced to make key decisions with missing data
    • or information?
    • If you answered “Yes” to any of these questions you are in good company but for all the wrong reasons …
  • What We Learned About The Industry … Greater than 50% of all IT projects have either failed or were delivered with less than the desired results.
    • Do you believe that you have … “At your fingertips” … the most important data
    • and opinions about important activities and efforts?
  • Today’s Objective
    • To show you how CAI created a paradigm shift at CAI regarding project and risk management …
    • By developing a new toolset that provides us with the opportunity to become proactive and quantitative in “Project Risk Management”
  • CAI Road to Risk Management
    • Over 20 years of project experience as a process and metrics company
      • 1 st “Fixed Price” development project delivered in 1983
      • 1 st $1m “Fixed Price” development project delivered in 1986
    • The metrics of our evolution:
      • 350 New Application Development Projects
      • Deployed Over 50 Managed Maintenance Teams
      • Completed Over 2m Billable Hours of Supplemental Support
  • We Learned …
  • We Know …
    • Things We Know (Facts)
      • The technology to be used
      • The expected start date
      • The expected delivery date
      • The business rules that will be followed
      • The tools that will be used: development and management
      • The best practices to be followed
    • Things We Think We Know
      • The expected start date
      • The expected delivery date
      • The rate of change will be contained to 20%
      • No one will leave the team during the project
      • The business rules that will be followed
    Things We Know or Do We?
  • We Didn’t Know …
  • But Then We Found Ourselves Too Close To the Edge …
    • Awarded a large applications development project
      • Assigned our best Development Manager
      • Implemented our methodology
      • Implement our tools
      • Oversight: CAI and the
      • Customer
    • Bad “All of a Sudden” – Project, CAI, and the Customer @ Risk
  • What Did We Do Next ?
    • First we identified our team of and increased our budget and made quick adjustments
      • Including Customer
    • We performed an extensive Post-mortem on this project and others to determine how projects could unravel
    • The analysis:
      • Managing risks was a 1x event on projects
      • Bad “All of a Sudden” - Not Likely
      • Same mistakes being made on different projects
        • You Got It: Blunders
      • Inherent schedule flaws (Challenged from the Start)
      • Filtered Communications (In Team)
      • Limited Communication (Cross Team)
      • Requirements Inflation (I’ll know it when I see it)
      • Employee Turnover (Higher Than Expected)
      • Specification Breakdown (Design Incomplete)
      • Hidden Productivity Issues (Actual Time vs. Logged)
        • Rate of Change Not Type of Change
      • Heroics (Few People – Extraordinary Efforts)
    High Level Project Review Revealed: Close to the Edge Too Many Times …
  •  
  • What We Learned About The Industry … Greater than 50% of all IT projects have either failed or were delivered with less than the desired results.
  • What We Learned About The Industry … Greater than 50% of all IT projects have either failed or were delivered with less than the desired results.
  • And at the End of the Day Our Risk Turned Out to About People …
    • It’s About How People Feel and How They Think !!!
    • No one is immune to
    • “ Project Problems”
    • (Unmanaged Risks = Problems)
    • some are just more agile at
    • reacting to them to minimize the impact …
    Conclusion …
  • The Road to the Solution …
    • Investigate how a PMO could solve the problems without the overhead
      • Already committed to the concept just not the typical implementation (needed to automate it)
    • Investigate Tools
      • Only thing on the market were portfolio management tools (not a portfolio problem!!!!)
    • Only possible solution was to “Build Our Own”
  • So What Problems Must Be Addressed?
    • How do we get comprehensive visibility to project risks in order to make decisions
    • How do we improve the information flow and get back to a “Management By Walking Around” by leveraging technology
    • How do we limit heroics, burn-out and turnover
    • How do we perform risk assessments regularly during the project lifecycle in order to make comprehensive decisions
    • How do we change the culture by doing the right things and doing things right
  • So What Problems Must Be Addressed?
    • How do we get comprehensive visibility to project risks in order to make decisions
    • How do we improve the information flow and get back to a “Management By Walking Around” by leveraging technology
    • How do we limit heroics, burn-out and turnover
    • How do we perform risk assessments regularly during the project lifecycle in order to make comprehensive decisions
    • How do we change the culture by doing the right things and doing things right
  • So What Problems Must Be Addressed?
    • How do we get comprehensive visibility to project risks in order to make decisions
    • How do we improve the information flow and get back to a “Management By Walking Around” by leveraging technology
    • How do we limit heroics, burn-out and turnover
    • How do we perform risk assessments regularly during the project lifecycle in order to make comprehensive decisions
    • How do we change the culture by doing the right things and do things right
    • What would be the value of having a sound, low cost, risk assessment capability for our business?
    • Create an automated system that ensures “management, visibility, control, and governance” are actually occurring, is easy to use, easy to change, easy too maintain
    • Get the heart beat of the project on regularly scheduled basis …
    The Goal of Our Solution …
  • Our Solution …
  • “ The power to discern the true nature of the situation”
  • Modular Design: The Solution The Solution
  • Modular Design: The Solution
  • Modular Design: Solution + Content
  • Modular Design: IT Governance
    • Create an Individually Customized Model
      • Collect data – what data, from whom, when
      • Knowledge by phase
      • Reminders
      • Issues
    Repository for all projects
    • Analysis
      • Insight
      • Must Do’s
      • Never Agains
      • Exceptions
      • Corrective action
    • Visibility
      • Dashboard
      • Reports
      • Alerts
    • Management Knowledge & Subject Expertise
      • Assessments
      • Project/Process types
      • Project/Process classifications
      • Rules
    Consistent Execution What do we need to know? Where do we store it? How do we consume it or view it? What Will we learn from this?
  • Foundation for Process Improvement Capability Level VISIBILITY Streamline Processes Implement Standard Processes OPTIMIZATION CONTROL Understand What is Happening Cumulative timeline
  • Developers Designers Team Leaders End Users Business Managers Vendors IT Management Infrastructure Team Risk Discovery Team Project Manager
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    • Repository of Defined, Codified Recommended Practices
    • Non-Intrusive, Non-Bureaucratic Oversight and Control
    • Vehicle to Monitor and Enforce Recommended Practices Utilization
    The Value of Automated Insight and IT Governance …
    • Repetitive, Repeatable “Project Office” Type Reviews for All Projects
    • Proactive, Quantitative Approach for Managing Project Risks
    • Collection of Historical Data and Metrics
    Orient Act Observe Decide
  • What is Insight Doing for CAI …
    • Allows us to query stakeholders keeping them engaged in the success of the project
    • Expands participation in project status reviews
      • Captures a “Million Points of View”
      • Early warning means early action and more success
      • Eliminates bureaucratic best practices activities and focuses everyone on the success of “The” project
    • Helps us avoid blunders
      • Keeps us out of Bob’s blogs
    • Enables us to change the culture by encouraging people to do the right things by doing things right
    Impact Low High Difficult Easy Implementation
  • Management Process Tools = +
  • Closing Thoughts … Few companies can grow without taking risks. But poor risk management leads to surprises in business operations that can impact shareholder confidence, regulatory oversight and the bottom line.
  • I am not suggesting that we can eliminate all project risks, nor do we want to … some risks are good I am also not suggesting that projects will never fail again … when organizations fail to react to information, projects can still fail
  • What I am suggesting is that if there isn’t a “Risk Identification, Assessment, and Mitigation Process” implemented on all of your projects then you are just waiting for projects to fall behind schedule or fail.
  • Remember … “ Managing risk does not deal with future decisions, but the future of present decisions”
  •  
  • “ The power to discern the true nature of the situation”