Techni Clicks2009 001 Publish

Nashreen Hofmeester
12 September 2009
EA Project Management
Programme
understanding risk and managing failure

Agenda
1
Project management vs. Programme management
2
Understanding your stakeholders
3
Common challenges and issues
4
Managing risk
5
EA project deliverables
6
TOGAFTM ADM and project management
7
Conclusion

Definitions
Programme
‘A group of related projects managed in a co-ordinated way to obtain benefits and control not available from managing them individually.’
Project Management Institute (PMI)
Project
‘A project is a unique process consisting of a set of co-ordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements including the constraints of time, cost and resources.’
International Organisation for Standards (ISO)

Project vs. Programme
Programme
Project

Narrow scope , specific deliverables, time-frame, budget.
Success measured by budget, on-time , outcome delivered according to scope.
Minimise scope variation.
Detailed project plan.
Focused on delivery.
Wide scope; may have to change over time.
Success measured by benefits delivered, new capabilities established, etc.
High-level plan providing guidance to projects.
Co-ordinated management across portfolio’s.

EA as programme
Ongoing iterative effort:
Plan, develop, realise, maintain
Top-down planning of architecture projects
Balanced and consistent manner
Facilitate alignment to enterprise strategy
Facilitate compliance management
Manage interdependencies between enterprise projects

Agenda
1
2
3
4
Managing risk
5
6
7
Conclusion

‘An individual or group with an interest in the success of an organization in delivering intended results and maintaining the viability of the organizations products and services.’
Balanced Scorecard Organization.
Why
Identify people and groups with interest
Know who you are dealing with
Who decides, who gains / lose, who controls resources, who influence,?
Identify their concerns
Focus your effort
Produce ‘fit-for-purpose’ architecture

Categories of stakeholders
Source: TOGAF 9TM, 2009

Sample Stakeholder Category Interests
Source: pp 286-292, TOGAF 9TM, 2009

Stakeholder analysis
Identify and classify stakeholders

Identify people and groups with interest in the EA programme
Identify who will be impacted by current iteration
Review and verify stakeholders and their concerns
Select appropriate views and viewpoints

Confirm
Stakeholder
concerns
Identify
concerns
Map
stakeholders
Tailor views
and viewpoints

Understand concerns and issues per stakeholder
Create stakeholder matrix
Determine management approach

Sample stakeholder matrix

Sample stakeholder power grid

Agenda
1
2
3
4
Managing risk
5
6
7
Conclusion

Poor executive buy-in
Un-cooperative business owners
Analysis ‘fatigue’
Business uncertainty (change, etc.)
Mal-aligned expectations
Lack of governance practice
Operations focus vs. Strategic focus

No clearly defined objectives for EA
No up-front success metrics
Lack of ‘shared reality’ between business and ICT organisation
Lack of project / programme management and practice
Lack of skills or immature EA skills
Historical ‘baggage’
Unsuccessful previous attempts

Agenda
1
2
3
4
Managing risk
5
6
7
Conclusion

What is risk
‘The possibility of incurring misfortune or loss’
Collins Dictionary
‘..the project risks are events or uncertain conditions that, in case they happen, they provoke a positive or negative effect in the project objectives.’
Project Management Body of Knowledge (PMBoK)

Nature of risk
Inherent:
Nature of project objectives or scope
Acquired:
Results from selected organisation, approach / technology
Contextual:
Results from events, circumstances outside project

Risk management process
Identify and define risks

Use collaborative approach
Identify overall risks for project
Revisit at start of each new phase
Maintain risk register
Assign ownership
Monitor and manage
Prioritise according to impact
Assess in terms of level of acceptability

Define,
implement
response
Evaluate
risks
Analyse
risks
Monitor and
manage

Determine cause
Estimate probability
Estimate consequence
Define formal risk reporting mechanism
Formulate response to decrease, contain and control

Common risks encountered
Lack of organisational readiness
Lack of EA capability maturity
Failure in scope definition and management
Failure in governance
Failure in schedule
Failure in risk management
Failure in communications management
Resource constraints
Political change

Effective risk management
Commitment at all levels
Communication and consultation
Effective project management
Risk ownership
Partnership approach
Continuous risk management (mitigating)

Mapping Risk

Agenda
1
2
3
4
Managing risk
5
6
7
Conclusion

Architectural artefact vs. deliverable
Artefact:
More granular work product
Describes architecture from specific viewpoint
Catalogues
Matrices
Diagrams
Deliverable:
Contractually specified work product
Formally reviewed, agreed to and signed off
Snapshot of architecture landscape

TOGAF 9TM deliverables

GWEA V1.2 deliverables

Agenda
1
2
3
Common Challenges and issues
4
Managing risk
5
6
7
Conclusion

Conduct ADM cycles within project management framework of enterprise.
Frame implementation and migration plan within enterprise project delivery methodology

Project management methodologies
Prince2

Project management methodologies
PMBoK

ADM and project management phases

Agenda
1
2
3
Common Challenges and issues
4
Managing risk
5
6
7
Conclusion

Successful EA programmes

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Questions