Project Management To Project Governance , Knowledge Management

Project Management to Project Governance , Knowledge Management & Productivity as Integral part of IT Governance " Prof. K. Subramanian IT Adviser to CAG of India & Prof. & Director, Advanced center for Informatics & Innovative Learning, IGNOU 10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture

PM Governance: Enables to rapidly move up the e-Governance Evolution Staircase 10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture Strategy/Policy People Process Technology 3. Transaction Competition Confidentiality/privacy Fee for transaction E-authentication Self-services Skill set changes Portfolio mgmt. Sourcing Inc. business staff BPR Relationship mgmt. Online interfaces Channel mgmt. Legacy sys. links Security Information access 24x7 infrastructure Sourcing Funding stream allocations Agency identity “ Big Browser” Job structures Relocation/telecommuting Organization Performance accountability Multiple-programs skills Privacy reduces Integrated services Change value chain New processes/services Change relationships (G2G, G2B, G2C, G2E) ‏ New applications New data structures Time 2. Interaction Searchable Database Public response/ email Content mgmt. Increased support staff Governance Knowledge mgmt. E-mail best prac. Content mgmt. Metadata Data synch. Search engine E-mail 1. Presence Publish Existing Streamline processes Web site Markup Trigger 4. Transformation Cost/ Complexity Define policy and outsource execution Retain monitoring and control Outsource service delivery staff Outsource process execution staff Outsource customer facing processes Outsource backend processes Applications Infrastructure Value 5. Outsourcing Constituent Evolve PPP model

TEN Myths of PM

#1: Seasoned project managers planned for it. That is, they pursued an educational path that resulted in the official title of Project Manager.

#2: The best project managers are those that are certified or have a degree in it.

#3: We can tell that a project is destined for trouble once it is really cranking along.

#4: The principle role of the project manager is to ensure that the schedule is met.

#5: Project management is just the science of figuring out where to apply your heroes, versus where to apply the rookies.

#6: A seasoned project manager is a silver bullet.

#7: The best project managers are those that are promoted from within the technical ranks of the organization.

#8: Project management is just a more acceptable term for micro-management.

#9: Project management is just the next management fad.

#10: Project management is rigidly based on processes and prescribed documentation. As such, it'll take more time to get anything done.

10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture

Some More Powerful Myths of PM

1.Project workers are slaves

2: The plan predicts the future

3: Better safe than sorry

4: The methods work.

5: The manager motivates

6: Tidiness matters.

1.We don’t have time to back track

2. Working well together is fluff stuff

3.Document only what the boss wants to see

4.Don’t beat a dead horse

5.That’ll Never Fly Here

Governance Dimensions Effective Project Governance Requires:

well defined structures to enable and support the business delivery of projects

clear roles, accountabilities and responsibilities

project-related policies to provide the ‘ground-rules’ for projects

the knowledge of what to do and how to do it

the measures or metrics to know if the project has been successful

a consistent set of enabling and supporting processes

Project Governance –Issues & Challenges

Operational Integration

Professional Integration (HR) ‏

Emotional/Cultural Integration

ICT & Business Integration

Quality-Price-Customization/Personalization Integration

Projects Governance Imperatives

Without active, directed and informed project governance projects are doomed to under deliver.

Projects are established to implement change. Organizations are set up not to change

Delivery of the business results is the pre-requisite to the delivery of the business benefits and value.

Project Governance Vs Project Team

The project team is in control of and can manage the project (under the governance team’s guidance) and deliver the project’s results. However, it is not in control of the business and, therefore, cannot deliver the business results without the assistance of the business through the governance team.

Project governance’s primary role is one of action (not control) — to ensure the project is successfully implemented and integrated into the business’ operations, sustained, and the associated benefits are realized and ‘banked’.

Research Findings Business Success & Business Risk

Effective project governance

alone could increase the realized value of a project by 10%.

It also reduces, by at least half, the business risks of the project not succeeding.

A project’s business success ,

is directly proportional to the level of effective project governance.

our research has found governance ‘effectiveness’ to be a rare commodity.

Project Governance Skill Balancing & Education

Few executives in governance roles have the necessary skills, knowledge and experience

Few executives have had any formal training in their project governance roles

Business executives tend to approach project governance with good intentions, but with little governance-specific skills, knowledge and education. It is assumed by all parties that no such expertise is needed. This is a false assumption.

What governance actions/inactions cause projects to fail?

Wrong personal goals

Failure to champion the project

Most governance problems are committed out of ignorance

Remoteness from project teams

Governance teams of failed projects often protest, “We relied on the information we were provided!” This is no excuse.

A key part of the project governance role is ‘managing by walking around’ — visiting the project team, talking to the team members and picking up the ‘vibes’

What are the measures of project success?

Wrong perspective — need for a ‘business outcomes’ focus

The measure of success is the achievement of the measurable business outcomes — an improvement to the business.

A broader definition of governance ‘success’ needed

Governance Success Vs Project Success

It is usually assumed that the governance measures of success are the same as the project’s measures and, therefore, implementing the project equals a ‘successful project’. This is a misconception

This becomes clear to governance teams when they are taken through a process to identify:

their measures of success

their measures of failure

and the organization’s measures of success of their project

10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture Organization’s measures of success A seamless transition It to be easier to access information Better quality of information Centre to be responsive Managerial importance to be recognized in service levels The regions still own the results They know and understand how the process works Notice how limited the project’s measures of success are! Focusing on meeting all of these measures of success is an important project governance team role. Governance team measures of success Delivering lower costs and efficiency savings so that the business sees the outcomes as valuable Improving the quality of reporting in terms of accessibility, integrity, consistency and ease of use Being seen to have delivered a consistent or enhanced service Being a silent contributor to process improvement — reducing costs and providing a more effective overlay function Receiving strong management support across the business Standardizing nationally, ETC Project measures of success Establishment of a working national centre for accounting services Decommissioning regional accounting positions and roles Meeting the set SLAs within three months of the takeover of each state Standardizing the reporting formats and accounting treatments nationwide Eliminating duplicate tasks and processes ETC

Governance through Leadership

Leadership is any behavior that develops or uses power to influence other peoples’ behavior. It is used by management to achieve enthusiastic, willing, zealous participation of followers to accomplish the organization’s objectives

ORGANIZATIONS & ICT 10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture MEDIATING FACTORS: Environment Culture Structure Standard Procedures Politics Management Decisions Chance ORGANIZATIONS INFORMATION TECHNOLOGY

Cases Project Governance Analytics

Indian Railways-PRS

Bhoomi-Karnataka’s Land records Project

LOKVANI-UP Grievances Addressal Project

GyanDOOT- MPs Tribal Literacy Project

DMRC Metro Rail Project

Changing role Project Management in IS/IT in Enterprises

IS/IT project management earlier considered as budgeting exercise in the planning phase,time keeping effort in the tracking stage and didn’t embrace critical path concepts

Today Enterprise handles fundamentally multi projects

Both development and non development work should be treated

Resource Utilization IS AS IMPORTANT AS TASK AND PROJECT COMPLETION

Many IS/IT projects are abandoned before Completion

There are many repetitive projects including maintenance and support

Project work is budgeted, usually on an annual basis

Success & Failure Analysis Multi sector-Multi location-Multi stakeholders Projects Lessons Learned

1. Four Dimensions

1.Process Dimension

2.People Dimension

3. Technology Dimension

4. Resource Dimension

2.Automation to Transformation & Output based to Outcome Based

3. Service is paramount & Process is subordinate

 Focus on Services, Service Levels

4.BPR - Choose carefully between Incremental Approach & Radical Approach keeping Customer-friendliness, Efficiency & Effectiveness

1.Process Dimension  Translate to Transform

2.People Dimension 

Inform them, Involve them & Incentivize adoption

Design an appropriate Change Management Strategy

Capacity Building-

Policy Level Management Level Operational Level

Project Development  Conceptualize, Architect, Design

Leadership 

Leaders can .. Create Vision .. Prioritize .. Take Hard Decisions & Tolerate Failure

10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture Success & Failure Analysis Multi sector-Multi location-Multi stakeholders Projects Lessons Learned Four Dimensions

3 . Technology Dimension

Prescribe & Follow Open Standards and Open Technologies for Competitiveness & Sustainability and reduce TCO

Design Systems for Scalability Reliability Security

4. Resource Dimension

Sustainability is a Key Concern

Design an Implementation Model for Sustainability ... - Financial - Organizational - Legal - Technological

Combine PPP-

Combine Efficiency & Customer Orientation with Accountability

Service Level Agreements can be effective in measuring Quality of Service- - Create a framework for Service Level Management

User Charges can be a powerful resource- - Ensure Sustainability & Value for Money

Allocate Risks judiciously .. to the party that can take it best

Plan to Fail Analysis Projects

People failure

Decision making Failure

Design & Definition Failures

Project Discipline Failures

Standardization Failure

Costing Failure

Supplier Management Failures

HCI & System Usability Failure

Sustainability Failure (PPP) ‏

Change Management/Impact failure

Technology Management & Management of Technology Failure

Fail to Plan Analysis Projects

Needs more Managerial focus

Projects needs to be supplemented with organizational change issues and organizational politics.

The scale and complexity of organizational change proposed by projects necessitates a managerial rather than technical approach

Addressing the Socio-Cultural Aspects

Reasons of Failure of Projects

Supplier Management Failures

Project Discipline Failures

Design & Definition Failures

Decision Making Failures

People Failure

10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture Assurance Framework Model for PPP

Managing Project Interdependencies Critical in (eServices)

Infrastructure characteristics (Organizational, operational, temporal, spatial)

Environment (economic, legal /regulatory, technical, social/political)

Coupling and response behavior (adaptive, inflexible, loose/tight, linear/complex)

Type of failure (common cause, cascading, escalating)

Types of interdependencies

( Physical, cyber, logical, geographic)

State of operations

( normal, stressed /disrupted, repair/restoration )

Knowledge Acquired, Lessons Learned & Future Directions-I

Implementation Through Committed Leadership (Integrating Polity and Bureaucracy) From Vision  Mission  Implementation-->Impact study->Improvisation

Create affordable robust ICT infrastructure and adapt System Usability concepts

Adapt standards for interoperability and Integratability

Sustainable and affordable solutions: Cost Effectiveness –> e- initiatives should pay for themselves

Information bases are to be integrated, auditable and verifiable and consistent and information integrity to be assured as Government as One, cutting the barriers of Business of allocation

Knowledge Acquired, Lessons Learned & Future Directions-II

Adapting a well planned “change management” drive

Projectisation of IT & Good IT Projects management

Employment Generation through Entrepreneurship Implementation approaches (From Visioning to Completion) ‏

Rapid prototyping

Citizen Centric initiatives roll out approach

Governance - Managed Approach

Rapid replication after pilot success--Take mature steps to rapidly move up the e-Governance Evolution Staircase (attaining maturity) ‏

Assure Quality and ensure front end web-enablement and backend integration.

With good planning and judicious choices of solutions to lower operating cost, these objectives can be achieved without significantly increasing expenditure .

Conduct centralized planning and coordination but decentralize implementation

Update Legislature where necessary to reflect new realities and capabilities

Reengineer to reduce inefficiencies

Standardize to enable reuse of assets

Tap into best practices codified in ERP packages

Invest in Enterprise-class architectures

Share infrastructure and services

Partner the private sector (PPP) ‏

10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture Implementation Planning and Design

Four Mantras of Good Project Governance

From Vision  Mission  Implementation-->Impact study->Improvisation

Projects  Formulate, Architect, Design & Construct, Comprehensive Multi-tier Review, Monitoring & Feedback control

Collaborate, Communicate, Cooperate, Cowork & co-exist

IN PM, Logical Process Integration (ERP) superimposed with BI makes the Enterprise a creative and Innovative  A mature accountable, transparent and Open Enterprise

10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture 06/29/06

Institutional framework

Technological framework

Financial framework

Legal Framework

Ten Commandments for Survival

Manage Knowledge

Make decisions

Be customer centric

Manage Talents

Manage Collaboration

Build the right structure

Manage Communications

Set and adapt Global Standards

Develop Leadership (to create wealth legally and ethically) ‏

Striving for Project Governance Global Excellence Using ICE Excellence is the result of

Caring more than others think is Wise

Risking more than others think is safe

Dreaming more than others think is Practical

Expecting more than others think is Possible

Imagining the Unimagined

10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture 06/29/06 NPC Sikkim May 2006

Create a Brave New World Where it is

"Not the leaders who Govern people but it is the people who let the Leaders Govern them.”

Innovation, Knowledge Management & Productivity 10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture

10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture GLOBAL SHIFT World is moving towards Economy of Knowledge from Economy of Goods

Transition  Information Economy to Digital Economy Peter Drucker  Glider

Digital Economy

Task for a worker is how to do the job better

PETER DRUCKER

Network Economy

Not how to do the jobs right,

but what is the right job to do

GLIDER

Knowledge Is Power Performance of Organisations

What's the path to better learning, better collaboration, and a better way to measure how well or poorly an organization is performing?

For many organizations, the answer is Knowledge Management.

10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture e-zones x-SPs u-Nets Dev-Reg Value e-Innovation Netizenship Demand Cycle Reform Agenda: QoL Scorecards Productivity, Competition Gov Outcomes

Societal Driving Factors

Content

Community

Commerce

Context

Communication

Collaboration

Products

Price

Packaging

Penetration

Protection

Pace

Competition in Global Arena

Skills

Talents

Investments

Markets

Go beyond Efficiency and Productivity

Create and attract new Enterprises

Innovate rather than Imitate

Innovation & Productivity through ICE Technologies

Quantity, Quality, Customization/Personalization & Price are equal

Better Packaging and Integration of Services

Efficient Delivery and Distribution Management

TCO minimized & ROI Increased

Stronger Brand Imaging and better Innovative & effective Marketing

Better CRM and CEM

Better SCM & ERM

Better HRM (Innovative New Generation HR Policies for Growth & Employee Retention)

Creation, Evaluation and selection of appropriate, affordable & sustainable Technologies

The Future  Win-Win Situation Needs

Brain

Talent

Culture

Creativity

Speed

10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture KNOWLEDGE WORK

Should have Autonomy & Associated Responsibility

Continuous Innovation should be built into the KW’s Job.

Continuous Learning & Continuous Teaching should be part of the Job

Judgments rather than Measures dominates KWs’ Productivity

10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture KNOWLEDGE WORKERS VS MANUAL WORKERS

Own the means of Production

Totally Portable and Carry Enormous Value (ASSET)

Organization Need them than they need the Organization

Jobs Needs them

Convert this knowledge into Performance Productivity & increase the Capacity of the Organization

Carry valuable Experience

Knowledge grown with experience

Useful only at their Place of Work

They need a Job

Knowledge Workers Manual Workers

A combination of technology, innovation, leadership and inspired workforce-Ingredients for India Development

The economic strength is powered by competitiveness - The competitiveness is powered by knowledge power. - The knowledge power is powered by Technology and Innovation. - The Technology and Innovation is powered by Resource Investment. - The Resource investment is powered by Revenue and Return on Investment. - The Revenue is powered by Volume and repeat sales through Customer Loyalty. - The customer loyalty is powered by Quality and value of products. - Quality and value of products is powered by Employee Productivity and innovation. - The Employee Productivity is powered by Employee Loyalty, employee satisfaction and working environment. - The Working Environment is powered by management stewardship. - Management stewardship is powered by Invisible leadership

Evaluating KM Strategies

Cost

Culture

Time to Implement

Productivity

Knowledge Retention

People Retention

Return on Vision

Evaluating KM Strategies 10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture

Innovation- a New Definition

innovation is not just creativity, individual inspiration, and bright ideas. "It goes way beyond that. It even goes beyond the commercialization of novel ideas, technologies, or products."

Innovation & Business Growth

businesses understand that their competitive advantage comes not from cost-cutting

but from

competing on the basis of innovation

distinctive know-how

and collaborative business relationships

Innovation-What is & NOT?

innovation will energize business growth and, when implemented well, will be a powerful driving force for profit and sustained value. But there is a need for a clear view of what innovation is and what it is not.

Innovation is integral part of Enterprises’ Process Management

innovation must be seen as a core component of an organization's growth strategy and must be managed like any other process within the organization.

That means

targets must be set

funding and resources must be allocated

skills must be available to convert innovative ideas into business

speed up the return on investment

Tools & Technologies for building Innovation

Building Innovation

needs to build imaginative business models,

creative ways of organizing,

a culture that sanctions experimentation, learning, and managed risk .

Innovation To Meet Market Forces & Needs

innovation is driven by market pressures and customer demands.

innovation is about smarter and faster ways of solving problems for customers and meeting market needs more imaginatively.

Consumer’s Behavior

best innovations come from interactions with their customers and analyzing their customers' behavior.

‘ Reality of Innovation Unzipped' -best innovations come from interactions with their customers and analyzing their customers' behavior--Bickerstaff

Innovation-Funding Beyond Technology

companies do not & should not equate innovation solely with technology, which is only a part of a much bigger picture.

Likewise, investment in innovation is not restricted to

research and development,

but extends to training and skills development,

market research, design,

use of advanced machinery and equipment,

engineering development,

and knowledge drawn from licenses and patents.

The Innovation Quest Innovation must be managed like any other business process

No Time for Complacency

And there are indeed some obstacles that must be overcome if innovation is to be applied successfully, including risk and the length of time required to achieve ROI in innovation. Standing out as one of the most prevalent obstacles --complacency on the internal front, often brought about paradoxically by the success of existing systems, which can mask the need to change.

"The issue of lack of confidence in the company systems, and the lack of skilled people to execute innovation productively and sustain it, were identified as significant hurdles to be overcome,"

"The obstacles of short-term focus and the constant pressure to deal with the immediate and urgent as opposed to the future were identified as frequent alibis that can easily stop progress."

Success & Failure of Innovation

adoption of a scattergun approach to innovation can produce too many ideas and a lack of focus on how to deal with them.

"The perception that 99 percent of ideas fail was enough for many businesses to place innovation in the too hard basket"

Rapid Conversion of Ideas to Business Value

innovation will not be stopped. It is pervasive, it is the active ingredient in transforming business, but it must be managed like any other business process.

The challenge is to ensure that there is in place a repeatable and rapid means of converting ideas into business value.

Forward Thinking Management Business Experience Outcome based approach

"Business today recognized the need for a disciplined process where what is learned can be replicated and embedded systematically in the organization."

"Coupling ideas and outcomes, and harnessing creative thinking in a disciplined way to solve a real problem, is new. The challenge is to ensure that the disciplined process does not destroy creativity and innovation, which depends on unfettered and divergent thinking." All of which requires forward-thinking management.

“ It is confirmed that courage, vision, and leadership are required for companies to be innovative," Bickerstaff says.

there is a crucial role for government in helping to overcome the problems presented by compliance requirements, regulations, and some bureaucratic procedures.

Innovation Businesses & Government Role

"Innovation only results in sustained productivity and prosperity for both companies and nations when it involves transforming the way business is done. This is a challenge that the leaders of both business and government share," says the foundation's Kennedy. "To take Australia's innovation journey forward, middle market firms believe business and government need to collaborate to create an environment that helps smart enterprises innovate - that is pursue new opportunities and manage the risks and uncertainties that are inherent in any innovation."

10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture Thank you