Enterprise Wide IT Projects are Complex and strategic importance to organizations to sustain competitive advantage in the market place. High percentage of strategic initiatives fail due to poor project performance. This presentation highlights importance of leading Enterprise Wide Projects, instead just focusing on managing projects. The author discusses enterprise wide project relevance to PMI Knowledge Areas and essential leadership skills required to manage enterprise wide projects. The author also presents two project planning models organizations can use to improve enterprise wide project success.

1. Leading Enterprise Wide Projects
Session Code: NA14LDR10
Dr. Kaali Dass, PMP, PhD
Cisco Systems, Inc.

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References & Adopted from:
Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy by Amy C. Edmondson
Mistake Leader's Workbook by John Caddell
The Process Knowledge Spectrum & Enterprise Wide (EW) Projects
Routine
Operations
Complex
Operations
Innovation
Operations
Predictable
Failures
Complex
Failures
Intelligent
Failures
Tactical Projects Strategic/EW Projects

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Strategic Initiatives
For every US$ 1
billion spent on a
strategic initiative,
US$ 149 Million Lost
due to poor project
performance!
Reference: Enabling Organizational Change Through Strategic Initiatives, pmi.org, March 2014
52%
48%
Successful Failure

6. Enterprise Wide Project
Characteristics

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Integration
Management
Enterprise Project Characteristics
Reference: PMBOK Guide 5th Edition
Human
Resources
Management
Quality
Management
Procurement
Management
Risk
Management
Stake Holder
Management
Communications
Management
Cost
Management
Time
Management
Scope
Management

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Enterprise Project Characteristics
Large number of Stakeholders
(Approx. greater than 20)
Multiple Sites and Global Sites
Multiple Business Units
Cross Functional Teams
External Teams and Vendors
Reference: PMBOK Guide 5th Edition
Stakeholder
Management

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Enterprise Project Characteristics
Identifying Risks are Complex
Many Unknown Unknowns
Internal and External Risks
Technology Risks
Process Risks
People Risks
Reference: PMBOK Guide 5th Edition
Risk
Management

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Enterprise Project Characteristics
Global and Dispersed Teams
Large Communication Channels (190+)
Lack of Awareness: Business Value
Multiple Modes of Communication
Multiple Communication Frequency
Stakeholder Specific Content
Reference: PMBOK Guide 5th Edition
Communications
Management

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Enterprise Project Characteristics
Identify Common Standards & Best
Practices
Communication and Adoption of
Standards
Consistent Process and Standards
Across Business Units
Quality Measurement & Metrics
Reference: PMBOK Guide 5th Edition
Quality
Management

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Enterprise Project Characteristics
Manage Dynamic & Global Teams
Manage Without Authority
Motivating / Influencing Team Members
Contribution Towards Business Value
Reference: PMBOK Guide 5th Edition
Human Resource
Management

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Enterprise Project Characteristics
Technology Adoption
Process & Standards Adoption
Vendor Management
Dependencies to External Environment
Reference: PMBOK Guide 5th Edition
Procurement
Management

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Enterprise Project Characteristics
High Budget
Longer Duration
Large Scope Items
Scope Increase as Teams Uncover New
Issues
Reference: PMBOK Guide 5th Edition
Time
Management
Cost
Management
Scope
Management

15. Leading Projects
You are a Leader!

16. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Primary causes of organizational change failure
Insufficient
communications
59%
Lack of
leadership
56%
Reference: Enabling Organizational Change Through Strategic Initiatives(2014), pmi.org

17. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Global Project Leader Skills
Team Building
Motivation
Coaching
Decision Making
Political and
Cultural
Awareness
Communication
Influencing
Trust Building
Conflict
Management
Negotiation
Project Leader
Reference: Appendix X3, PMBOK Guide 5th Edition

18. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Negotiation
Global Project Leader: Trusted Leader
Trust Building
Conflict
Management
Reference: Appendix X3, PMBOK Guide 5th Edition
ROI = Relationship Over Issues. Build relationship with
stakeholders. When there is an issue, leverage
relationship for success
Guillermo Diaz, SVP, Cisco
As we look ahead into the next century, leaders will be
those who empower others
Bill Gates
Earn your leadership every day
Michael Jordan

19. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Global Project Leader: Good Communicator
References:
Appendix X3, PMBOK Guide 5th Edition
The Essential Role of Communications, May 2013, pmi.org
Consistent Communication Strategy for Global Teams
Understand business benefits. Frequent and relevant
communication about business benefit and how it aligns with
organization’s strategy
Eliminate any project specific jargons in communication
Tailor communications to different stakeholder groups.
Political and
Cultural
Awareness
Communication
Influencing

20. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Global Project Leader: A Team Builder
References:
Appendix X3, PMBOK Guide 5th Edition
Project Skills By: Sam Elbeik; Mark Thomas
Before you are a leader, success is all about growing yourself.
When you become a leader, success is all about growing
others
Jack Welch
Forming, Storming, Norming, and Performing
Involve Team in Decision Making
Project Goals, Timeline, Roles, and Responsibilities
Sense of achievement, Recognition of ability, Interesting and
challenging work, Responsibility, Promotion, Rewards –
financial.
Motivation
Team Building
Coaching

21. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Global Project Leader: Decision Making
References:
Appendix X3, PMBOK Guide 5th Edition
Adopted from Effective Decision Making By: Jeremy Kourdi
Impact to Customer and organization
Do not rush for an obvious decision and do not get influenced
by personal preferences and preconceptions
Review past decisions and lessons learned, also Challenge
existing thinking
Communicate decisions to all impacted stakeholders
Decision
Making

22. Project Planning Model

23. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
IT Project Planning Model By Risk
Process Technology
Environment
(Internal /
External)
People
Risk
High Level Work
Breakdown Structure
(WBS)
Phased Project Delivery
(Low to High Risk)

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Project Model: Focus on Reducing Risk
Risk Based
Model
High Level WBS
(Work Breakdown
Structure)
Group by Risk
Category
Divide into Phases
Implement Less Risk
Phase First
Capture Lessons
Learned
Reduce, Mitigate, or
Eliminate Risks for
Next phases

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Risk Based Model
Pros
Identify Unknown Unknowns
Team trained on issues & challenges
Reduces organization risk of failure
Uncover People, process,
technology related issues
Better planning on time, cost, scope
Cons
May not identify scope specific
risks
Project needs vs Customer
needs
Any change in people, process,
technology will increase the risks
Additional cost and time due to
phased release

26. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
IT Project Planning Model By Outcome / Results
Process Technology
Environment
(Internal /
External)
People
Customer / Organization
Priority
High Level Work
Breakdown Structure
(WBS)
Phased Project Delivery
(High to Low Priority)

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Project Model: Focus on Outcome / Results
Outcome
Based
Model
WBS
Group by Customer
Priority
Divide into Phases
Implement high
priority Phase First
Capture Lessons
Learned
Implement Next
phase by improving
Success

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Outcome Based Model
Pros
Challenging opportunity for
teams
Prioritized Customer needs vs
Project success
High Risk and High Reward
Highly skilled and experienced
team to deal with People,
process, technology related
issues
Strong stakeholder support
Cons
Project is challenged
High Impact of failure
High Cost per release due to
highly skilled and experienced
resources

29. Case Studies

30. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
A Case Study: Data Center Migration
• Scope
• Time
• Cost
• World Class State of the
Art Data Center
• High availability
• Green IT
• Cisco on Cisco
• Identified applications for
migration
• Selected applications with
minimum impact to customers
• Plan and execute Phase I
• Capture lessons Learned
• Plan for next phase by
eliminating risks based on
lessons learned
• Implement Continuous
Improvement model
Planning and
ExecutionBusiness Value
Triple Constraint
Project Planning Model: Risk Focus
References:
https://www.cisco.com/web/about/ciscoitatwork/data_center/flash/dc_experience/rdc_tour.html
http://www.datacenterknowledge.com/archives/2011/04/18/cisco-opens-doors-on-new-texas-data-center/

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 Project phases based on Risk
 Less risk scope items chosen to understand the
complexities and issues in the process,
technology, and the environment
 Lessons learned are captured to mitigate issues in
future releases
 Implemented changes in subsequent phases with
more scope items
Case Studies: Data Center Migration

32. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
A Case Study: World IPV6 Day
• Scope
• Cost
• Time
• Leading the Industry
• Proving the technology
• Enable IPV6 customers
• Outcome based planning
• Highly skilled resources
• High Focus on risk assessment
• External Dependencies
• Technology Focus
• Global Communication
• High Level of collaboration
• High Stakeholder Engagement
Planning &
ExecutionBusiness Value
Triple Constraints
Project Planning Model: Outcome Focus
Reference: http://internetsociety.org/ipv6/archive-2011-world-ipv6-day

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 Multiple Phases
 Phases based on Outcome
 Highly specialized resources
 High focus on Risk Management
 Lessons Learned are incorporated in subsequent
phases
Case Studies: IPV6 Project

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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
You are a leader: Build Relationship and Trust with Stakeholders
Your Team: Motivate and Coach your Team for Success
Your Communication: Adopt a Clear Communication Strategy
Final Thoughts…

35. Are You A Leader?

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Dr. Kaali Dass PMP, PhD
kdass@cisco.com
Linkedin: http://www.linkedin.com/in/kaalidass/
Twitter: https://twitter.com/kdass
Contact Information