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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...
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         constr...
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 "...
Project Delays 14 12 10  8  6  4  2  0      0-2      3-5     6-8      9-11    12+      Delay in months for 29 projects
The Malevolent 7      Poor / over optimistic planning      Inflated scope      Inadequate resources      Poor quality ...
Helpful things we dowhen projects go wrong   Get closer to the detail   Critique the MSP Plan   Ask for more reporting ...
Plan BAsk not whatyour teamcan dofor you                 Ask what               you can do                  for your      ...
Setting ourselves up for success Create the conditions for success More Leadership Less Management
We Manage                                                            We Lead               • Authority & Control          ...
The dimensions of success . . .                               QualityTime                                    Cost  How do ...
Squeeze out the scopeWith the Business Flush out real  business value Challenge woolly    With Your Team  business cases...
Tell the Truth about the Timescales Confidence                 Variability in estimate                                    ...
Lets Play . . .Deadlines, Targets, Plans and Promises                                                                   Cu...
Right Resourcing Do - portfolio resource planning Don’t - spread people across projects Don’t - start without the right...
Assemble into a team Enabled   Squeeze scope   Truthful    timescales   Right resources Now we need to  glue together...
High Performing Teams                Engagement / People                LOW                      HIGH                     ...
What can we Promise our team? Enablement        Engagement     Resources         Calm     Scope             Clarity ...
Provide Protection                  Be a Buffer for the Pressure – not a cause of it.  Performance                Pressure
5 top qualities of a Leader
We get what we give . . .   Fear (of you)       Confidence   Pressure            Support   Mistakes            Pride...
Failure due to poor     leadership            Promises we Keep                            Success                      Fai...
David Bottomley, Head of IT Delivery at Specsavers - Promises, promises
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David Bottomley, Head of IT Delivery at Specsavers - Promises, promises

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David Bottomley, Head of IT Delivery at Specsavers spoke at the CIO Event, March 2013

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David Bottomley, Head of IT Delivery at Specsavers - Promises, promises

  1. 1. 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
  2. 2. Promises, Promises… making promises we can keep David Bottomley Head of IT Delivery, Specsavers
  3. 3. 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
  4. 4. Expectation vs Reality PROMISING DISAPPOINTING REALITY EXPECTATION
  5. 5. 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.
  6. 6. Project Delays 14 12 10 8 6 4 2 0 0-2 3-5 6-8 9-11 12+ Delay in months for 29 projects
  7. 7. 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….
  8. 8. 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
  9. 9. Plan BAsk not whatyour teamcan dofor you Ask what you can do for your team
  10. 10. Setting ourselves up for success Create the conditions for success More Leadership Less Management
  11. 11. 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
  12. 12. The dimensions of success . . . QualityTime Cost How do we create the conditions for success? Scope
  13. 13. 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
  14. 14. Tell the Truth about the Timescales Confidence Variability in estimate FS / BRD / LLD HLD Cone of Initiati on Uncertainty Time Conception
  15. 15. 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
  16. 16. Right Resourcing Do - portfolio resource planning Don’t - spread people across projects Don’t - start without the right resources.
  17. 17. Assemble into a team Enabled  Squeeze scope  Truthful timescales  Right resources Now we need to glue together a team
  18. 18. 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%
  19. 19. What can we Promise our team? Enablement  Engagement  Resources  Calm  Scope  Clarity  Timelines  Honesty  Protection  Trust  Support  Communication  Protection
  20. 20. Provide Protection Be a Buffer for the Pressure – not a cause of it. Performance Pressure
  21. 21. 5 top qualities of a Leader
  22. 22. We get what we give . . . Fear (of you)  Confidence Pressure  Support Mistakes  Pride Cover-ups  Honesty Blame  Trust Failure  Success Disappointment  Praise
  23. 23. Failure due to poor leadership Promises we Keep Success Failure due to poor management

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