JFK – and he got a man on the moon. Explain diagrams.
Two things we do –we employ managers to manage – we should focus on leadership.Always answer a question with a question?
Our Favourite Tetrahedron. Quality is a given for me – and cheap (includes reliability, security, support, easy to use etc). Cost will be driven scope and timescales. So focus on SCOPE and TIME
Critical to coming up with an achievable plan. We blame the customer, but IT can be our own worse enemy – knobs and whistles, wanting features and perfect solutions.
Don’t confuse a target with a deadline – there rarely is a fixed deadline – flush this outDon’t confuse a target with a plan. Targets are fine so long as they stay as targets. Make this clear in the languageDon’t confuse a Plan with a promise.Only Promise what you can deliver, deliver it, say you have delivered.Oh – and ensure the start date is the REAL start dateWIN WIN
Resources – the main reason projects fail. Some rules here. Portfolio Planning AHEAD
Creating the conditions for success. Calm (confidence), Clarity (clear goal and purpose – see the bigger picture) Honesty (breeds honesty), Trust (delegate and demonstrate), Support (brig in the pizzas, fix the issues, defend them), Communication (be accessible)
David Bottomley, Head of IT Delivery at Specsavers - Promises, promises
PM RO ISESPROMI SES -MAKING PROMISESW E C A N K E E P – D A V I D BO T T O M L E Y – S P E C S A V E R S
Promises, Promises… making promises we can keep David Bottomley Head of IT Delivery, Specsavers
but IT (sometimes)Customers want IT that ... supplies IT that . . . enables their business constrains their business saves time and money adds time and money is always working is unreliable is totally secure is insecure is flexible and scaleable is inflexible & unscaleable is easy to use is legacy and clunky is cheap to implement is tricky to use is delivered quickly is expensive to implement is modern and sexy is delivered late lasts for a while soon needs replacing is implemented by helpful is implemented by grumpy IT people who fully highly-paid IT people who understand their business don’t understand their business
Expectation vs Reality PROMISING DISAPPOINTING REALITY EXPECTATION
IT Projects - School Report• Harvard Business Review 2011, 1471 IT projects o Cost overrun - 27% o 1 in 6 is a "black swan" Cost overrun - 200%, time 70%• Standish Group o Average overrun - cost 40%, time 80%• Panorama Consulting - 2,000 projects / 61 countries, 2006-2012 o ERP Projects - 61% late• BCS "only 1 in 8 IT projects can be considered truly successful" - ie delivered to cost, time and quality.
The Malevolent 7 Poor / over optimistic planning Inflated scope Inadequate resources Poor quality design/build Hostile legacy environment Unidentified risks Weak project managementLeft to their own devices, all projects will go wrongand deliver late….
Helpful things we dowhen projects go wrong Get closer to the detail Critique the MSP Plan Ask for more reporting / RAGs Add new progress meetings Tighter control and process Solve issues ourselves Add more management Bring in the consultants Enforce overtime & tell them to work harder Implement bonuses / penalties Sack the vendor Change the PM Shout and intimidate Demand more / increase the pressure Take over ourselves . . . . . . and save the world
Plan BAsk not whatyour teamcan dofor you Ask what you can do for your team
Setting ourselves up for success Create the conditions for success More Leadership Less Management
We Manage We Lead • Authority & Control • Influence & NegotiationBy • Directing • Consulting • Precision • VisionFocussing On • Risk avoidance • Risk vs Opportunity • Consistency • Flexibility • Short-term • Longer-term • Formality • InformalityUsing • Our own experience & knowledge • Our team’s experience & knowledgeProviding all of the . . • Answers • Questions TASKS AND PROCESS PEOPLE & STRATEGY
The dimensions of success . . . QualityTime Cost How do we create the conditions for success? Scope
Squeeze out the scopeWith the Business Flush out real business value Challenge woolly With Your Team business cases Keep IT simple Challenge Function functional thinking Technology Do the MUST Deliver in chunks haves
Tell the Truth about the Timescales Confidence Variability in estimate FS / BRD / LLD HLD Cone of Initiati on Uncertainty Time Conception
Lets Play . . .Deadlines, Targets, Plans and Promises Customer PLAN REALITY > FAILURE False DeadlineIT PLAN REALITY > FAILURE Unrealistic Target PLAN = SUCCESS PLAN = SUCCESS Achievable Plan Promises we Keep
Right Resourcing Do - portfolio resource planning Don’t - spread people across projects Don’t - start without the right resources.
Assemble into a team Enabled Squeeze scope Truthful timescales Right resources Now we need to glue together a team
High Performing Teams Engagement / People LOW HIGH Enablement / Task DETACHED MOST EFFECTIVE HIGH PERFORMING HIGH 5% 49% (n 50% = 744) Specsavers 2010 = 46% Hay Group norm = 46% LEAST EFFECTIVE WALKING DEAD FRUSTRATED LOW 21% 20% 25% (n = 313) Specsavers 2010 = 23% Hay Group norm = 27%
What can we Promise our team? Enablement Engagement Resources Calm Scope Clarity Timelines Honesty Protection Trust Support Communication Protection
Provide Protection Be a Buffer for the Pressure – not a cause of it. Performance Pressure