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Rearranging the deckchairs on the Titanic (SPMI, Singapore, Oct 2012)
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Rearranging the deckchairs on the Titanic (SPMI, Singapore, Oct 2012)

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  • 1. How to rearrange thedeck chairs on the TitanicMark Smalley, IT Paradigmologist @marksmalley &mark.smalley@aslbislfoundation.org 1
  • 2. Agenda!• You change things• What do you change? 2
  • 3. Speaker’s challenge!#PMI_Singapore@marksmalley 3
  • 4. Agenda!• 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 4
  • 5. Project Chicken A H 5
  • 6. HP 6
  • 7. P W C Project Chicken 201260th Wedding Anniversary 2008 7
  • 8. 8
  • 9. 9
  • 10. 10
  • 11. What was theoutcome ofProjectChicken? 11
  • 12. Agenda!• 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 12
  • 13. How to rearrange thedeck chairs on the TitanicMark Smalley, IT Paradigmologist @marksmalley &mark.smalley@aslbislfoundation.org 13
  • 14. How to rearrange thedeck chairs on the TitanicMark Smalley, IT Paradigmologist @marksmalley &mark.smalley@aslbislfoundation.org 14
  • 15. How to rearrange thedeck chairs on the Titanic “Technology is too important to the businessMark Smalley, IT Paradigmologistengaged and IT not to be does not understand the @marksmalley & business well enough to be left to its own devices”mark.smalley@aslbislfoundation.org 15
  • 16. Prague Spring 1968! 16
  • 17. Arab Spring 2011! 17
  • 18. Helsinki Spring 2011“Angry Young Finns”! 18
  • 19. Smalley is revolting! 19
  • 20. IT Spring – Occupy IT 20
  • 21. State of the union ● 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 their21 responsibility for governing IT 21
  • 22. Mark SmalleyIT Paradigmologistmarksmalley @ 22
  • 23. Happiness is U-shaped Andrew Oswald 23
  • 24. IT Paradigmology 24
  • 25. The Big IT Picture Info Syst 25
  • 26. InfoSyst 26
  • 27. The business producesproducts and services byexecuting businessprocesses using people,information and otherresources, 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) 27
  • 28. Agenda!• 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 28
  • 29. Change is needed Desired situation Current situation29 29
  • 30. Scope of the project? IT ORGANIZATION • Values, mission & USER ORGANIZATION vision • Values, mission & • Products & services vision • Structure • Products & services • Goals • Structure • Funding • Goals • Partners & suppliers INFORMATION SYSTEMS • People • Funding • Architectural principles • Habits & attachments • Partners & suppliers • Design • Knowledge & skills • People • Applications • Roles, rights &Critical area • Habits & attachments • Data responsibilitiesManaging • Knowledge & skills • Software • Processes &information • Roles, rights & • Infrastructure (devices, activitiesand responsibilities networks, servers) • Relationships &IT services • Processes & • Data agreementsfrom a activities • Software • Informationbusiness • Relationships & • Hardware • Workspace & facilitiesperspective agreements • Procedures & instructions • Information for usage, operation, • Workspace & facilities 30 maintenance 30
  • 31. When the project scope excludes business information management…• 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… 31
  • 32. When the project scope excludes business information management…The Project Manager• Gets blamed• Explains that the scope needs to be extended• Proposes corrective measures• Needs insight into organizing the business- side responsibilities 32
  • 33. Agenda!• 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 33
  • 34. State of the union and useful instruments● 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 ABC of ICT ● Demand-side IM processes BiSL● IT organizations need credibility Value model● Business managers must take their BiSL34 responsibility for governing IT 34
  • 35. World-wide ABC of ICT Surveys Paul WilkinsonABC = Attitude, Behavior & Culture; source www.gamingworks.nl 35
  • 36. World-wide ABC of ICT Surveys Paul WilkinsonABC = Attitude, Behavior & Culture; source www.gamingworks.nl 36
  • 37. Value model37 37
  • 38. Think out of the IT box IT User Org Org Info Syst38 38
  • 39. BiSL, the Business Information Services Library 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 network39 39
  • 40. BiSL addresses ● 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 responsibility40 40
  • 41. BiSL Framework Govern DirectStrategy information information management strategyManagement Manage information management Financial management Demand management Contract managementOperations Support Change users functionality41 41
  • 42. BiSL Framework I-organization strategy cluster Information strategy cluster Strategic Establish Establish supplier info. chain technological management developments developments Infor-Strategy Strategic user I-organization mation Information Information relationship strategy coor- lifecycle portfolio management dination management management Strategic Establish info. partner bus. process management developments Management Planning and Financial Demand Contract resource management management management management Change- management Specify Design non- End user Business data information automated support management Operations requirements info. systems Operational Prepare Review supplier transition and testing management Transition management Use management cluster Functionality management cluster 42
  • 43. BiSL addresses: Interfaces between business and IT I-organization strategy cluster Information strategy cluster Strategic Establish Establish supplier info. chain technological management developments developments Infor-Strategy Strategic user I-organization mation Information Information relationship strategy coor- lifecycle portfolio management dination management management Strategic Establish info. partner bus. process management developments Management Planning and Financial Demand Contract resource management management management management Change- management Specify Design non- End user Business data information automated support management Operations requirements info. systems Operational Prepare Review supplier transition and testing management Transition management Use management cluster Functionality management cluster 43
  • 44. BiSL addresses: Relationship with the users I-organization strategy cluster Information strategy cluster Strategic Establish Establish supplier info. chain technological management developments developments Infor-Strategy Strategic user I-organization mation Information Information relationship strategy coor- lifecycle portfolio management dination management management Strategic Establish info. partner bus. process management developments Management Planning and Financial Demand Contract resource management management management management Change- management Specify Design non- End user Business data information automated support management Operations requirements info. systems Operational Prepare Review supplier transition and testing management Transition management Use management cluster Functionality management cluster 44
  • 45. BiSL addresses: Interfaces between business and IT I-organization strategy cluster Information strategy cluster Strategic Establish Establish supplier info. chain technological management developments developments Infor-Strategy Strategic user I-organization mation Information Information relationship strategy coor- lifecycle portfolio management dination management management Strategic Establish info. partner bus. process management developments Management Planning and Financial Demand Contract resource management management management management Change- management Specify Design non- End user Business data information automated support management Operations requirements info. systems Operational Prepare Review supplier transition and testing management Transition management Use management cluster Functionality management cluster 45
  • 46. BiSL addresses: Business cases and cost/benefit mgmt I-organization strategy cluster Information strategy cluster Strategic Establish Establish supplier info. chain technological management developments developments Infor-Strategy Strategic user I-organization mation Information Information relationship strategy coor- lifecycle portfolio management dination management management Strategic Establish info. partner bus. process management developments Management Planning and Financial Demand Contract resource management management management management Change- management Specify Design non- End user Business data information automated support management Operations requirements info. systems Operational Prepare Review supplier transition and testing management Transition management Use management cluster Functionality management cluster 46
  • 47. BiSL addresses: Specification, procedures, acceptance and transition I-organization strategy cluster Information strategy cluster Strategic Establish Establish supplier info. chain technological management developments developments Infor-Strategy Strategic user I-organization mation Information Information relationship strategy coor- lifecycle portfolio management dination management management Strategic Establish info. partner bus. process management developments Management Planning and Financial Demand Contract resource management management management management Change- management Specify Design non- End user Business data information automated support management Operations requirements info. systems Operational Prepare Review supplier transition and testing management Transition management Use management cluster Functionality management cluster 47
  • 48. BiSL Framework I-organization strategy cluster Information strategy cluster Strategic Establish Establish supplier info. chain technological management developments developmentsStrategy Infor- Strategic user I-organization mation Information Information relationship strategy coor- lifecycle portfolio management dination management management Strategic Establish info. partner bus. process management developmentsManagement Planning and Financial Demand Contract resource management management management management Change- managementOperations Specify Design non- End user Business data information automated support management requirements info. systems Operational Prepare Review supplier transition and testing management Transition management48 Use management cluster Functionality management cluster 48
  • 49. Agenda!• 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 49
  • 50. How to (re)organize the business responsibilities • Four kind of (project) approaches • Sanity checklist • Common pitfalls and success factors • Implementation roadmap50 50
  • 51. Four approaches Quality Scenario Top-down weak Route and results predetermined Expert Project - external manager and consultants big Own Skills? Result Scenario strong More top-down than bottom-up Results predetermined, route partially Best Practice Project – interim manager, teamThreat? Growth Scenario difficult More bottom-up than top-down Route predetermined, results partially Self-assessment and modest changes – team small Improvement? Team Scenario easy Bottom-up Route and results not predetermined Continual improvement - team 51
  • 52. Sanity checklist for the business • 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?52 52
  • 53. Common pitfallsPITFALL COMMENT• Processes should be • Different circumstances implemented uniformly in need different all teams implementations• Process improvement is the • Could be a problem with solution to all problems skills and tooling• Maturity should be as high • But this costs money and as possible flexibility• People are ignorant and • Utilize experience, improve need to be told what to do motivation• When the implementation is • Monitoring, fine-tuning, done, the project is finished unexpected effects• Implementation should be • But sometimes bottom-up is approached top-down better• All processes should be • Usually not necessary or improved at the same time achievable 53
  • 54. Top fail factors identified during BookStoreTM business simulationsPeople• 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 credibilityProcess• 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 54
  • 55. Top success factors identified during BookStoreTM business simulationsPeople• 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 ImprovementPerformance• The Business, Information management & IT must have a shared view of the strategy and the pipeline of initiatives 55
  • 56. Implementation roadmap Incompetent CompetentConscious Learning Practice AwarenessUnconscious 56
  • 57. VisionLike a Tai Chi master, theProject Manager, armed withinsight into businessinformation managementresponsibilities andprocesses, redirects thedirectives of the ProjectCommittee into positiveproposals for achieving thedesired project outcomes,thereby demonstratinghis/her value 57
  • 58. Proactive visionNot only can this insightbe used to re-scope aderailed project, it canalso be used to proposenew projects aimed atimproving the value thatuser organizationsextract from existingsystems 58
  • 59. Agenda!• 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 59
  • 60. Back at work…● 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 & mark.smalley@aslbislfoundation.org 60
  • 61. What was theoutcome ofProjectChicken? 61
  • 62. 1. Eggs2. Money3. People4. ConversationAsk the client! 62
  • 63. How to rearrange thedeck chairs on the TitanicMark Smalley, IT Paradigmologist @marksmalley &mark.smalley@aslbislfoundation.org 63