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JAMES A ROBERTSON AND ASSOCIATESEFFECTIVE STRATEGIC BUSINESS SOLUTIONS4. Programme and Project Design to Achieve Success  ...
WHERE IN THE WORLD IS I.T. GOING?                WHERE SHOULD YOU FOCUS YOUR ATTENTION?                        1. Dramatic...
SOLUTION & COURSE MAP      CRITICAL                                     STRATEGIC                                         ...
MANAGING FOR SUCCESS          MANAGEMENT COMPONENTS (% FOR SUCCESS)1. Executive Custody (25%) *     ) CEO and other execut...
MANAGING FOR SUCCESSMANAGEMENT COMPONENTS4. Business Integration and Optimization                           CEO   (14%)5. ...
SOLUTION & COURSE MAP      CRITICAL                                      STRATEGIC    REQUIREMENTS                        ...
LACK OF AN ENGINEERING APPROACHCRITICAL ATTRIBUTES OF AN ENGINEERING APPROACHA. Meticulous design detail                  ...
MATRIX ANALYSIS OF PROGRAMME     GOVERNANCE OF THE APPROACH1.   Executive Custody2.   Strategic Solution Architect        ...
SOLUTION & COURSE MAP                           EXECUTIVE CUSTODY         The most important item                         ...
EXECUTIVE CUSTODY  Role of executives in Strategic Leadership1. "The greatest barriers to strategy are often self imposed ...
CRITICAL EXECUTIVE QUESTIONSQuestions Every Executive Should Answer Before Saying "YES"1. VALUE PROPOSITION -- Do I have a...
CRITICAL EXECUTIVE QUESTIONSQuestions Every Executive Should Answer Before Saying "YES"5. ACCEPTANCE OF EXECUTIVE ACCOUNTA...
MANAGING FOR SUCCESSCRITICAL COMPONENTS OF EXECUTIVE CUSTODY1. CEO leadership, clarity, purposefulness, empowerment of sub...
MANAGING FOR SUCCESSAVAILABILITY, EFFECTIVENESS & EFFICIENCY OF EXECS1. Subordinates at all levels motivated, empowered to...
MANAGING FOR SUCCESSAVAILABILITY, EFFECTIVENESS & EFFICIENCY OF EXECS6. Executives focus their attention on activities whi...
COMPONENTS OF ACHIEVING EXECUTIVECUSTODY1. Engagement2. Leadership3. Prove it works4. Make it workExecutive Custody is an ...
CRITICAL FOCUS AREASOF EXECUTIVE CUSTODY1. Creating and delivering value to customers2. Differentiating from competitors3....
BUSINESS INTEGRATION AND OPTIMIZATIONOrganizational Optimization           Strategic Cone         TWOCONE©         BUSINES...
BUSINESS INTEGRATION AND OPTIMIZATIONOrganizational Optimization1. Strategic Definition2. Strategic (TopCone©) Optimizatio...
CRITICAL PROJECT MANAGEMENTCOMPONENTS WITHIN THE PROJECT TEAM1. Project Leader - 27%2. Custodian of Factors Causing Failur...
TECHNOLOGY COMPONENTSTHE ACTUAL I.T. PROJECTGuided by projects supporting each of the Critical Factors1. Operational and T...
OPERATIONS / PROGRAMME DESIGN FORSUCCESSCONCLUSION3 A systematic structured management context3 Factors giving rise to fai...
MANAGING FOR SUCCESS              MANAGEMENT COMPONENTS (% FOR SUCCESS)    1. 25% -- Executive Custody and Policy         ...
PROGRAMME DESIGN FOR SUCCESS        QUESTIONS?Dr James Robertson PrEngJames A Robertson & AssociatesTelephone: +27-11- 782...
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03.04 Critical Factors IT Investment Success -- Programme and Project Design for Success by Dr James A Robertson

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Part 4 of presentations for Two Day Course The Critical Factors for IT and ERP Investment Success

Programme and project design for success -- how to design and manage projects for successful outcomes

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

Published in: Business, Technology
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Transcript of "03.04 Critical Factors IT Investment Success -- Programme and Project Design for Success by Dr James A Robertson"

  1. 1. JAMES A ROBERTSON AND ASSOCIATESEFFECTIVE STRATEGIC BUSINESS SOLUTIONS4. Programme and Project Design to Achieve Success Why your ERP is NOT delivering and how to FIX it The Critical Factors for Information Technology Investment Success Dr James Robertson Two Day Course Chief Executive Officer James A Robertson and Associates James@JamesARobertson.com 1 Copyright 2004 - 2011
  2. 2. WHERE IN THE WORLD IS I.T. GOING? WHERE SHOULD YOU FOCUS YOUR ATTENTION? 1. Dramatic failures, litigation and legislation (5%) 2. Software company shake outs (6%) 3. Long software product life spans (7%) 4. Less is more (10%) Radical redefinition of the industry 5. Executives take custody (20%) 6. Emphasis shifts to decision support (22%) 7. Corporate level solution innovation (30%) Leading edge Run of the milltechnology mothballed technology = worlds A challenging and exciting place to be most successful aircraft 2
  3. 3. SOLUTION & COURSE MAP CRITICAL STRATEGIC CAPABILITY REQUIREMENTS CORE OBJECTIVE =) Critical Principles QUALITY BUSINESS STRATEGIC VALUE OUTCOME ANALYSIS) Critical Stages) Critical Factors (Strategic Map)) Critical Technology CONSTANTLY TEST Components AGAINST THE FACTORS PROGRAMME) Critical Human CAUSING FAILURE AND Foundation PROJECT DESIGN CRITICAL MANAGEMENT COMPONENTS IMPLEMENTATION 3
  4. 4. MANAGING FOR SUCCESS MANAGEMENT COMPONENTS (% FOR SUCCESS)1. Executive Custody (25%) * ) CEO and other executives roles ) Business optimisation / systems executive ) Strategic solution architect Thrive ) Technical team leader / programme manager2. Strategic Solution Architecture (18%) * ) Designing the solution to fit the ) business strategy and the business ) - the right things ) Requires specialist expertise *3. Strategic Alignment (16%) ) Ensuring ALL components of the plan and solution are aligned with business strategy Doing right things 5 AND ) all components of the business are aligned with business strategy and plan* First 3 = 59% 4
  5. 5. MANAGING FOR SUCCESSMANAGEMENT COMPONENTS4. Business Integration and Optimization CEO (14%)5. Detailed Project Management Including Programme Schedule, Budget and Resource Management (12%)6. Data Engineering (10%)7. Technology Components (5%) The probability of failure reduces from 100% in accordance with how effectively each of the above are defined, staffed and executed for the duration of the programme through to final business outcome delivery Start at the top and work down executive questions -- especially economic value proposition 5
  6. 6. SOLUTION & COURSE MAP CRITICAL STRATEGIC REQUIREMENTS CAPABILITY CORE OBJECTIVE =) Critical Principles QUALITY BUSINESS STRATEGIC VALUE OUTCOME ANALYSIS) Critical Stages) Critical Factors (Strategic Map)) Critical Technology CONSTANTLY TEST Components AGAINST THE FACTORS PROGRAMME) Critical Human CAUSING FAILURE AND Foundation PROJECT DESIGN CRITICAL MANAGEMENT COMPONENTS IMPLEMENTATION ENGINEERING APPROACH 6
  7. 7. LACK OF AN ENGINEERING APPROACHCRITICAL ATTRIBUTES OF AN ENGINEERING APPROACHA. Meticulous design detail pB. Meticulous planning detail and costing Meticulous design detail a MeticulousC. Multi-disciplinary teams and specialists planning detail and costing e cD. High professional standards and legal accountabilityE. Cross checking and double checking of all important details RF. Physical world metaphor and impact analysisG. Engineers know the limitations of their expertise and when to call in specialists 7
  8. 8. MATRIX ANALYSIS OF PROGRAMME GOVERNANCE OF THE APPROACH1. Executive Custody2. Strategic Solution Architect WHAT3. Clear Strategic Perspective and Alignment Primary4. Business Integration and Optimization5. Programme Schedule, Budget and Resource Management6. Data Engineering7. Technology Components A. Meticulous design detail HOW B. Meticulous planning detail and costing C. Multi-disciplinary teams and specialists D. High professional standards and legal accountability E. Cross checking and double checking of all important details F. Physical world metaphor and impact analysis G. Know limitations of expertise and when to call in specialists 8
  9. 9. SOLUTION & COURSE MAP EXECUTIVE CUSTODY The most important item CRITICAL EXEC QUESTIONS CRITICAL STRATEGIC CAPABILITY REQUIREMENTS CORE OBJECTIVE =) Critical Principles QUALITY BUSINESS STRATEGIC VALUE OUTCOME ANALYSIS) Critical Stages) Critical Factors (Strategic Map)) Critical Technology CONSTANTLY TEST Components AGAINST THE FACTORS PROGRAMME) Critical Human CAUSING FAILURE AND Foundation PROJECT DESIGN CRITICAL MANAGEMENT COMPONENTS IMPLEMENTATION ENGINEERING APPROACH 9
  10. 10. EXECUTIVE CUSTODY Role of executives in Strategic Leadership1. "The greatest barriers to strategy are often self imposed and many are internal. Strong leadership by the chief executive officer is almost a necessity if strategy is to be created and implemented" Professor Michael Porter2. Executive management who are seeking to use information technology as a competitive tool must have an intimate business relationship with the tool and the data it contains3. Custody in the sense of a custodian parent in a divorce - FULL responsibility and accountability - this is MY business system - at a comparable level to - this is MY factory / warehouse / mine / etc 10
  11. 11. CRITICAL EXECUTIVE QUESTIONSQuestions Every Executive Should Answer Before Saying "YES"1. VALUE PROPOSITION -- Do I have a clear definition of the value proposition that I own now and can communicate to the rest of the organization?2. ACHIEVING THE OUTCOME -- Do I have a clear definition of how the outcome will be accomplished? Time Cost Effort3. ACCEPTANCE OF EFFORT -- Is there real acceptance of the Overtime Disruption real effort and investment required?4. BUSINESS COMMITMENT -- Is there real business commitment? 11
  12. 12. CRITICAL EXECUTIVE QUESTIONSQuestions Every Executive Should Answer Before Saying "YES"5. ACCEPTANCE OF EXECUTIVE ACCOUNTABILITY -- Am I (CEO / sponsoring executive) willing to be held accountable?6. ACCOUNTABILITY OF BUSINESS LEADER -- Am I willing and able to hold the responsible executive / manager Time Cost accountable? Effort Overtime Disruption7. ACCOUNTABILITY OF TECHNOLOGISTS -- Am I williing and able to hold the service providers and vendors accountable? 12
  13. 13. MANAGING FOR SUCCESSCRITICAL COMPONENTS OF EXECUTIVE CUSTODY1. CEO leadership, clarity, purposefulness, empowerment of subordinates, etc2. Availability, effectiveness and efficiency of executives3. Executive team role clarity, commitment, team work, constancy of purpose, etc4. Business optimization executive5. Strategic solution architect6. Technology / technical team leader / executive7. Other aspects required to achieve executive custody = ownership "plus" 13
  14. 14. MANAGING FOR SUCCESSAVAILABILITY, EFFECTIVENESS & EFFICIENCY OF EXECS1. Subordinates at all levels motivated, empowered to act, supported in event of sincere mistakes, leadership by example, facilitation to achieve NOT domination, clear hierarchy and respect for hierarchy, teams NOT committees2. Effective strategic analysis, design and execution methods, standards, practices, etc3. Executives have equipped, motivated, trained, loyal, long term personal assistants4. Effective time management tools, methods, training and practical day to day implementation -- NOT about computer based technology5. Filing and document management standards consistently applied throughout the organization -- this is about standards, practices, training, etc and NOT about technology 14
  15. 15. MANAGING FOR SUCCESSAVAILABILITY, EFFECTIVENESS & EFFICIENCY OF EXECS6. Executives focus their attention on activities which create sustainable value relative to: ) Customers ) Personnel ) Suppliers ) Shareholders7. Executives equipped to think and act strategically and take effective strategic decisions on a continuous basis -- includes knowledge, method, systems, training, etcALL these factors are vital for success in terms of executive availability,effectiveness and efficiency, the items with higher weight are necessary for theitems with lower weight to be effectively achieved -- specifically so thatexecutives are freed up to focus on items 6 and 7 which is where executiveeffectiveness is attained 15
  16. 16. COMPONENTS OF ACHIEVING EXECUTIVECUSTODY1. Engagement2. Leadership3. Prove it works4. Make it workExecutive Custody is an attitude, a state of mind, NOT a large amount of work 16
  17. 17. CRITICAL FOCUS AREASOF EXECUTIVE CUSTODY1. Creating and delivering value to customers2. Differentiating from competitors3. Motivating and leading personnel4. Meeting and exceeding owner expectations5. Building exceptional partnerships with suppliers6. Integrating and optimizing the business7. Day to day operational efficiency and effectiveness 5%? 17
  18. 18. BUSINESS INTEGRATION AND OPTIMIZATIONOrganizational Optimization Strategic Cone TWOCONE© BUSINESS MODEL Operational Cone 18
  19. 19. BUSINESS INTEGRATION AND OPTIMIZATIONOrganizational Optimization1. Strategic Definition2. Strategic (TopCone©) Optimization3. Strategic and Operational Alignment4. Operational (BottomCone©) Optimization5. Strategic and Operational Focus (Organizational Structure)6. Optimize and Integrate Information Systems, Communication, Business Processes, etc 19
  20. 20. CRITICAL PROJECT MANAGEMENTCOMPONENTS WITHIN THE PROJECT TEAM1. Project Leader - 27%2. Custodian of Factors Causing Failure, Principles, etc - 21% Depending on size of project3. Missing Knowledge - 18% one person can play multiple roles BUT the tension of4. Time, Quality and Cost (Different People) - 12% multiple people is helpful even on small projects5. Plan Administration - 10% Time Scope6. Plan Design - 8%7. Technical Work - 3% Cost Quality PROJECT SCOPE The Tension Between Time -- Cost -- Quality 20
  21. 21. TECHNOLOGY COMPONENTSTHE ACTUAL I.T. PROJECTGuided by projects supporting each of the Critical Factors1. Operational and Transaction Processing Systems2. Automation Systems a p3. Soft Information Acquisition and Processing Systems e4. Decision Support Systems c R5. Hardware, Networks, Operating Systems and Database Systems6. Systems Integration Components7. Operators, Users, Customers and Decision Makers 21
  22. 22. OPERATIONS / PROGRAMME DESIGN FORSUCCESSCONCLUSION3 A systematic structured management context3 Factors giving rise to failure effectively managed3 To achieve success 22
  23. 23. MANAGING FOR SUCCESS MANAGEMENT COMPONENTS (% FOR SUCCESS) 1. 25% -- Executive Custody and Policy ut 2. 18% -- Strategic Architecture bo 3. 16%-- Strategic Alignment a L E! 4. 14% -- Business Integration and Optimization L L A P 5. 12% -- Project Schedule, Budget and Resource Management is O . E 6. 10% -- Data Engineering and Information Management I.T P 7. 5%-- Technology Components* First 3 = 59% 23
  24. 24. PROGRAMME DESIGN FOR SUCCESS QUESTIONS?Dr James Robertson PrEngJames A Robertson & AssociatesTelephone: +27-11- 782-5997Cell: 083-251-6644 (preferred)P O Box 4206, Randburg, 2125, South Africawww.JamesARobertson.comemail: James@JamesARobertson.com Finding the missing pieces of your I.T. and strategy puzzles Please remember the evaluation forms 24
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