072 The essence of managing I.T. Projects on time that meet expectation -- by Dr James A Robertson PrEng
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072 The essence of managing I.T. Projects on time that meet expectation -- by Dr James A Robertson PrEng

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The management of IT projects generally focuses on the wrong factors, it is vital to focus on the Critical Factors for Success and the Factors causing Failure and manage these effectively using ...

The management of IT projects generally focuses on the wrong factors, it is vital to focus on the Critical Factors for Success and the Factors causing Failure and manage these effectively using multidisciplinary teams that effectively balance the tension between cost, quality and time


See also http://www.James-A-Robertson-and-Associates.com/

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072 The essence of managing I.T. Projects on time that meet expectation -- by Dr James A Robertson PrEng 072 The essence of managing I.T. Projects on time that meet expectation -- by Dr James A Robertson PrEng Presentation Transcript

  • 1 James A Robertson and Associates Effective Strategic Business Solutions The essence of managing I.T. Projects on time that meet expectation Dr James Robertson PrEng (Copyright 2008 : James A Robertson and Associates)
  • 2 Positioning this presentation Information technology can and should add value I am passionately persuaded of the potential to use computer technology to effectively create enduring strategic value for organizations and intensely frustrated at how seldom this occurs
  • 3 Pending disaster “This [I.T.] is an area where boards of directors will be named in stockholder suits” "Senior management is not engaged enough in strategic information technology decisions and situations that could put the company at risk.“ "Information systems could cause the next outbreak of Enron-like corporate scandals.“ "I.T. is the next corporate disaster waiting to happen” 1. 2. 3. 4. “Creating an IT Watchdog for the Board by Assembling an I.T. Oversight Committee” presented to the I.T. Governance and Strategy Summit by Professor Rossouw von Solms of Nelson Mandela Metropolitan University quoting Richard Nolan of Harvard Business School in Harvard Business Review
  • 4 Extreme failures Seven years and half a billion dollars -- international chemicals company $400 million -- multinational shoe corporation Multinational entertainment giant -- $878 million Major supermarket chain -- $195 million 1. 2. 3. 4. “Creating an IT Watchdog for the Board by Assembling an I.T. Oversight Committee” by Professor Rossouw von Solms of Nelson Mandela Metropolitan University at the I T Governance and Strategy Summit
  • 5 An industry characterized by failure “19 out of 20 E.R.P. Implementations do NOT deliver what was promised” Duncan McLeod
  • 6 An industry characterized by failure Seventy percent of I.T. investments fail TOTALLY Another twenty percent fail to fully satisfy the original business requirement "19 out of 20 E.R.P. implementations do not deliver "what was promised" Ninety percent of strategic plans fail Seventy percent of B.P.R. investments fail "Most organisations are not making better decisions than they did five years ago." 1. 2. 3. 4. 5. 6. McLeod Gartner
  • 7 What is an engineering approach?
  • 8 What is NOT an engineering approach?
  • 9 Engineers do NOT design bridges to stand up
  • 10 They design them NOT to fall down Engineer against failure
  • 11 Only PEOPLE effectively using technology deliver value
  • 12 Strategy Doing the right things Professor Malcolm McDonald
  • 13 Tactics Doing things right Professor Malcolm McDonald
  • 14 The relationship between strategy and tactics Strategy -- doing the right things Professor Malcolm McDonald Tactics -- things right Thrive
  • 15 The relationship between strategy and tactics Professor Malcolm McDonald Survive Strategy -- doing the right things Tactics -- things right
  • 16 The relationship between strategy and tactics Professor Malcolm McDonald Die Strategy -- doing the right things Tactics -- things right
  • 17 The relationship between strategy and tactics Professor Malcolm McDonald Die slowly Die fast Strategy -- doing the right things Tactics -- things right
  • 18 The relationship between strategy and tactics Professor Malcolm McDonald Die slowly Survive Die fast Thrive Strategy -- doing the right things Tactics -- things right
  • 19 What is strategy? The essence of why an organization exists and how it thrives
  • 20 The time dependency of strategy Not a forecast Forecast ? ? ? Today + n Years
  • 21 The time dependency of strategy Not an objective Objective Today + n Years
  • 22 The time dependency of strategy Strategic plan -- the path to competitive advantage Today A realistic trajectory of continuous improvement within business constraints + n Years
  • 23 The trajectory from good to great Gilette case study “From Good to Great” by Jim Collins page 24 1986 Hostile takeover thwarted 1991 Mockler retires 1996 End Study 1975 Colman Mockler Appointed CEO US$14.92 Gillette General US Stock Market
  • 24 How to project manage I.T for success
  • 25 Establish what you do NOT know If you do not know what you do not know then you do not know what you do not know and if you do not know what you do not know then you do not know what you do not know and then ...
  • 26 Establish a multidisciplinary team
  • 27 Manage the tension between time, cost and quality Quality Scope Time Cost
  • 28 Critical factors to manage to prevent failure Information technology mythology (30%) Lack of executive custody and inappropriate policies (20%) Lack of strategic alignment (15%) Lack of an engineering approach (12%) Poor data engineering (10%) People / soft issues (8%) Technology issues (5%) 1. 2. 3. 4. 5. 6. 7. 65% Remember that technology is value inert
  • 29 The critical factors to manage to achieve success 59% 25% -- Executive Custody and Policy 18% -- Strategic Architecture 16%-- Strategic Alignment 14% -- Business Integration and Optimization 12% -- Project Schedule, Budget and Resource Management 10% -- Data Engineering and Information Management 5%-- Technology Components 1. 2. 3. 4. 5. 6. 7. Information technology success is about people
  • 30 The critical human foundation Business Competence (Knowledge and Experience) Technology Competence (Knowledge and Experience) Personality Profiles and Related Human Traits Solution Knowledge Solution Experience Communication Other Human Factors 1. 2. 3. 4. 5. 6. 7. Paradigms, culture, generations, history ...
  • 31 Diffusion of innovation -- constraint on change
  • 32 Just DO it!
  • 33 Call to action What are the (three) most important insights you gained from this presentation? What are the (three) most important actions you propose arising from this presentation? What is your single most significant long term goal arising from this presentation? 1. 2. 3. Write it down If you gain an insight into something new and do not take some action within 48 hours the chances are you never will Justin Cohen citing Bill Gates
  • 34 Acknowledgement and dedication I would like to acknowledge the contributions and inputs of all my clients, associates, staff and families without whom the work on which this presentation is based would not have been possible Particularly my father and mother, Angus and Thelma, whose love and upport for all my endeavours made it possible for me to gain this knowledge. I also acknowledge Fiona and Ingrid for all they contributed and Sandra and Helene for their unreserved love and giving This presentation is dedicated to The glory of the Eternal Creator who is the source and reason for our existence Psalm 136:5 "To Him who by wisdom made the heavens, for His mercy endures forever;"
  • 35 Questions? Dr James Robertson PrEng James A Robertson & Associates Telephone: +27-11- 782-5997 Cell: 083-251-6644 (preferred) P O Box 4206, Randburg, 2125, South Africa www.JamesARobertson.com email: James@JamesARobertson.com Finding the missing pieces of your I.T. and strategy puzzles