Leading IT Projects

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By respect to the best practices and project management methodologies, John Kotter 's formula introduced to lead IT projects based on my experiences since 2010.

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Leading IT Projects

  1. 1. Today we will talk about leading change not managing change Leading ITS Projects/Changes 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬ By: Shohin Aheleroff, PMP July 2010 0
  2. 2. Agenda:  Why we should have Bold change  Questions  Well known Methodologies and Frameworks  Reasons why ITS projects fail  Leading vs Managing  LBC steps  A Framework for Successful Projects Change, by definition, requires creating a new system, which in turn always demands leadership 1 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬
  3. 3. Why we should have Bold changes What is the major challenges – Business demand – Impact on operation • Insufficient valid Business Case exists for the project • Insufficient attention to quality • Insufficient definition of the required • Lack of communication with stakeholders • Lack of acceptance of project management roles and responsibilities • Poor estimating or duration, leading to projects taking more time and costing more money than expected • Inadequate planning and coordination of resources • Insufficient measurable and lack of control over progress. • Quality issue • Know challenges 2 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬
  4. 4. First , some questions How percentage of IT project managers :  Manage projects?  Use PMBoK?  Use PRINCE2?  Use Agile?  Use Scrum?  Use another method? (e.g. in-house method)  Use no method at all?  A methodology is a set of practices includes phases.  A framework is using component to build a piece of software. 3 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬
  5. 5. ‫‪How to successfully combine‬‬ ‫‪methodologies‬‬ ‫4‬ ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه 0931‬
  6. 6. ‫‪‬‬ ‫‪‬‬ ‫5‬ ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه 0931‬
  7. 7. Reasons why ITS projects fail (1 of 2) The Chaos Report, Standish Group, 1995 Survey of 365 IT Managers 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬ 6
  8. 8. Reasons why ITS projects fail (2 of 2) OASIG study, 1995 45 ‘experts’ in academia and consultancy 7 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬
  9. 9. Leading vs Managing Managers Administer and copy Maintain Focus on systems & structure Rely on control Short-range view - bottom line Ask how and when Accept the status Classic good soldier Do things right Leaders Innovation and originality Develop Focus on people Inspire trust Long-range view - the horizon Ask what and why Challenge the status Own person Do the right things 'Leadership' a road, a way, the path of a ship at sea - a sense of direction. 'Management' a hand, handling a sword, a ship, a horse. 8 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬
  10. 10. Managing vs Leading  You manage things.  Managers do things right.  Lead people.  Management is the tactical process  Leaders do the right things. of executing and achieving the mission.  Leadership sets the style and tone for achieving a vision and motivates  Management’s concern lie with the people to sacrifice for the attainment details and the day to day grind without which a vision can't become a reality.  Manager has to be willingly of the vision.  Leader is responsible for vision and how it relates to each person. responsible for the details of the mission. 9 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬
  11. 11. NoNo – Barriers People/Culture People protecting their jobs Tried before and it failed Lack of trust Passive employees That is the way it has always been Technology Systems are cumbersome / weightily Resources Technology antiquated / old Budget not aligned / new requirements Lack of personnel Systems/Processes Not up to date Performance management system that is in conflict with new roles & goals Difficult to use Too many decision making layers Customized by IT person Best practices ignored 10 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬
  12. 12. Succeeding Organisations needed to change, they either :  Did not try to change  They tried (changes / projects ) and failed  They tried and succeeded but did not attain the level of aspiration 70% 11 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬
  13. 13. Succeeding in a Changing World  What two characteristics does LBC mention that have contributed to the success of companies? – Fun – Scale  Why is FUN important?  Why is Scale Important? 12 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬ Slide Only
  14. 14. Exploring the lead BOLD change Steps  Step 1: Create a Sense of Urgency  Step 2: Pull Together the Guiding Team  Step 3: Develop the Change Vision & Strategy  Step 4: Communicate for Buy-in  Step 5: Empower Others to Act  Step 6: Produce Short-term Wins  Step 7: Don’t Let Up  Step 8: Create a New Culture John Kotter "Leading Change" (1996) 13 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬
  15. 15. Eight steps of change in success rate of ITS projects Implementing and sustaining change Engaging and enabling the whole organization Creating a climate for change 1 Business Goal & Risks of not Changing 2 3 4 5 6 7 Build Guiding & Crossfunctional Team with Skills Get the Right Compelling Vision & Action Plan Engage for Buy-in & Commitment for Change to Happen Empower for Action & Remove Obstacles Create Shortterm Wins & Celebrate Success Drive Compliance & don’t Let Up John Kotter "Leading Change" (1996) 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬ 8 Embed the Change into Organizational Culture 14
  16. 16. Step 1 - Create a Sense of Urgency Principle: Help others see the need for change and the importance of acting immediately 1. Have we communicated the problem clearly to our organization or do we have a task force working on it behind closed doors trying to come up with a solution? 2. Who are the resistors in our colony with the attitude and power to keep people from acknowledging or addressing the problem? What are they doing to undermine our efforts? 3. If asked today, what percentage of the people in our organization, including leaders, would agree that there is a major problem or missed opportunity? Is it high enough? 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬ John Kotter "Leading Change" (1996) 15
  17. 17. False Sense Of Urgency  Actions are not focused on critical activities  Difficulty co-originating meetings ( diaries are full)  People run from meeting to meeting  No decision making at meetings, or constructive conclusion  No action between meetings  Cynical jokes are passed about initiatives  CEO does not actively participate  Sales and margins fall  Blame products not the sales team  Everyone blames everyone else  Lack of team work 16 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬
  18. 18. Step 2 - Pull Together the Guiding Team Principle: Make sure there is a powerful group guiding the change one with leadership skills, bias for action, credibility, communication ability, authority and analytical skills. 1. Does our guiding team work well together or do we need to spend some time on team working? 2. Do we have big egos or even resistors in our guiding team, eroding trust and energy? 3. Is our guiding team working on project plans, budgets etc, or are they thinking about the creation of a change vision and strategy? 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬ John Kotter "Leading Change" (1996) 17
  19. 19. Step 3 - Develop the Vision and Strategy Principle: Clarify how the future will be different from the past, and how you can make that future a reality. 1. Is our guiding team reaching out to other employees? Do they walk around to pick up ideas or are they sitting in meeting rooms? 2. Is there a role model for change? 3. Do we have a simple enough message for our change vision to be understood and remembered? Can we draw a sensible and appealing picture of what our future will look like? 4. Is our change strategy a set of simple enough logical steps of how this future can be created, so that it has a chance to be understood and remembered by our organization? 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬ John Kotter "Leading Change" (1996) 18
  20. 20. Step 4 - Communicate for Understanding and Buy-in Principle: Make sure as many others as possible understand and accept the vision and the strategy. 1. Is it important to remind our organization of "who we really are", the foundations of the organization that will not change? 2. Where else can we place messages, so that the organization cannot ignore them, even when they are annoyed? 3. If asked today, what is the percentage of employees in our organization who can see the new way and believe the idea has merit? Is it high enough? 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬ John Kotter "Leading Change" (1996) 19
  21. 21. Step 5 - Empower Others to Act Principle: Remove as many barriers as possible so that those who want to make the vision a reality can do so. 1. Who are our planners? Do we have enough volunteers? Who else could be thrilled by the challenge? 2. Now that change becomes real and obstacles build up, is there something that sucks confidence and attention away from our vision and strategy? 3. Which old rules that are in the way of making change happen need to be bent or abandoned? 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬ John Kotter "Leading Change" (1996) 20
  22. 22. Step 6 - Produce Short-Term Wins Principle: Create some visible, unambiguous success as soon as possible. 1. Have we planned for success, something safe and not too demanding to win? Is there enough support for them to win? 2. Have we communicated clearly that everyone can help? 3. Can we organize a celebration that clearly communicates that we will prevail? 4. Have we thought of publicly recognizing the contributions of our change heroes? 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬ John Kotter "Leading Change" (1996) 21
  23. 23. Step 7 - Don't Let Up Principle: Press harder and faster after the first successes. Be relentless with instituting change after change until the vision becomes a reality. 1. Have we raised the bar enough for the second wave of change advocates? 2. Which meetings and other routines are irrelevant and can be eliminated to avoid exhausting ourselves along the way? 3. Are we allowing urgency to sag? What else could we do to keep the momentum up? John Kotter "Leading Change" (1996) 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬ 22
  24. 24. Step 8 - Create a New Culture Principle: Hold on to the new ways of behaving, and make sure they succeed, until they become a part of the very culture of the group. 1. What else could we do to ensure people act in the new way against the pull of tradition? 2. Have we thought about succession of our leaders? Who is ready to take over? Have we made the necessary changes in our leadership team? Are those that drove change in the right spot to make it stick? 3. How do we pass on the story of our change to the next generation? 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬ John Kotter "Leading Change" (1996) 23
  25. 25. Sustaining Urgency for Change 90% of all Heart By-Pass Patients Fall Back to Their Old Habits After Two Years We need to capture the heart to sustain urgency for change 24 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬
  26. 26. Exploring the 8 Steps – HOW WERE THESE IMPLEMENTED? Leaders practice and walk the new way of doing things Leaders publicly acknowledge people demonstrating the new ways of doing things Leader go to the floor to create a sense of urgency Leaders ask questions Leaders demonstrated their own sense of urgency Create a Sense of Urgency Anchor in Culture Leaders communicate and celebrate success Leaders make visible change so that people can gain confidence Don’t Let Up Produce Short term Wins Leaders don't allow employees to go back to old ways of doing things Found a way to do it Changed plant twice Pull Together the Guiding Team Create the Vision and Strategy Empower Others to Act Commu nicate for Buy-in Leaders up-skill staff so that they can adopt to change Leaders build change resilience skills for staff to embrace change Leaders setup SMART KPIs 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬ Leaders involve cross functional teams with the right skills, influence and attitudes Leaders hold honest discussions Leaders use an idea from previous experience, to make staff understand need for change Leaders clarify how the future will be different from the past Leaders involve as many people as possible to understand and accept the change Leaders use different communication channels to communicate the change John Kotter "Leading Change" (1996) 25
  27. 27. Spinning Plates Theory Step 8 Step 7 Step 6 Step 5 Step 4 Step 3 Step 2 A Sense of Urgency Step I Urgency Team Vision Comm Empower Wins Pressure Culture 26 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬
  28. 28. Change Management Maturity Model Level 5 Organizational Competency Change management competency is evident in all levels of the organization and is part of the organisation’s culture and intellectual property Continuous process improvement in place Level 4 Organizational standards Organization-wide standards and methods are broadly deployed for managing and leading change Selection of common approach Level 3 Multiple projects Comprehensive approach for managing change is being applied in multiple projects Examples of best practices evident Level 2 Isolated projects Some elements of change management are being applied in isolated projects Many different tactics used inconsistently Level 1 1. 2. Ad hoc or absent Little or no change management applied People dependant without any formal practices or plans Highest probability of success + Highest rate of project failure, resistance, turnover and productivity loss 85% of Fortune 500 companies are between proficiency levels 4 and 5 76% companies use Kotter Methodology on leading and change management Source: Prosci 2006 Report on Change Management 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬ 27
  29. 29. Scorecard Project/Change Mark Level of Completion 10 9 8 7 6 5 4 3 2 1 0 Step 1 Step 2 Decide What to Do Step 3 Sense of Urgency Guiding Team Vision & Strategy 1 0 1 0 1 5 1 1 1 0 2 0 0 1 1 4 2 0 2 2 0 1 0 0 0 1 2 2 2 3 1 0 2 Set the Stage 4.46 4.54 3.69 Make It Happen Step 4 Step 5 Understanding Broad & Buy-In Empowerment 0 0 0 0 0 4 1 0 4 1 2 2.75 0 0 0 0 0 2 0 1 1 5 4 1.54 Step 6 Step 7 Short-Term More Change Wins Pressure 1 0 0 1 1 5 0 1 2 0 1 4.56 0 0 0 2 0 0 2 2 2 4 1 2.77 Make It Stick Step 8 Anchored in Culture 0 1 1 0 0 1 0 4 3 3 0 3.31 28 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬
  30. 30. Resistance to Change is a Barrier to Realising Results and Savings The following survey of Fortune 500 CEO’s shows that 5 out of the top 10 business transformation showstoppers are “people and organisational” issues. These results are consistent with a Mobil operator results on project success Top 10 Barriers to Success 82% Resistance to Change 72% Inadequate Sponsorship 65% Unrealistic Expectations 54% Poor Project Management 46% Case for Change not Compelling Project Team Lacked Skills 44% Scope Expansion / Uncertainty 44% 43% No Change Management Program 41% Not Horizontal Process View IT Perspective not Integrated “Soft stuff”? Hard Impact. 36% Source: Survey of CEOs Regarding Business Transformation: Barriers to Success, Conference Board, 2008 Mobile Telephone Networks. All Rights Reserved. 29 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬
  31. 31. A Framework for Successful Projects 1. Leadership / sponsorship provides guidance and governance 2. Project Management gives structure to the technical side of the change 3. Change Management supports the people side of the anticipated changes Current Business Focus Area All three elements must be present for project success Prosci Research 2008 highlights that all three elements must be present for project success 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬ 30
  32. 32. Shohin Aheleroff, PMP Certified LBC facilitator 2nd IT project Management conference www.aidi.ir 2010 31 1390 ‫دوﻣﻴﻦ ﻫﻤﺎﻳﺶ ﺗﺨﺼﺼﻲ ﻣﺪﻳﺮان ﭘﺮوژه ﻫﺎي ﻓﻨﺎوري اﻃﻼﻋﺎت-ﺗﻴﺮﻣﺎه‬

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