Leading Enterprise Wide Projects
Session Code: NA14LDR10
Dr. Kaali Dass, PMP, PhD
Cisco Systems, Inc.
2
3





4
References & Adopted from:
Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy by Amy C. Ed...
5
Strategic Initiatives
For every US$ 1
billion spent on a
strategic initiative,
US$ 149 Million Lost
due to poor project
...
Enterprise Wide Project
Characteristics
7
Integration
Management
Enterprise Project Characteristics
Reference: PMBOK Guide 5th Edition
Human
Resources
Management
...
8
Enterprise Project Characteristics
Large number of Stakeholders
(Approx. greater than 20)
Multiple Sites and Global Site...
9
Enterprise Project Characteristics
Identifying Risks are Complex
Many Unknown Unknowns
Internal and External Risks
Techn...
10
Enterprise Project Characteristics
Global and Dispersed Teams
Large Communication Channels (190+)
Lack of Awareness: Bu...
11
Enterprise Project Characteristics
Identify Common Standards & Best
Practices
Communication and Adoption of
Standards
C...
12
Enterprise Project Characteristics
Manage Dynamic & Global Teams
Manage Without Authority
Motivating / Influencing Team...
13
Enterprise Project Characteristics
Technology Adoption
Process & Standards Adoption
Vendor Management
Dependencies to E...
14
Enterprise Project Characteristics
High Budget
Longer Duration
Large Scope Items
Scope Increase as Teams Uncover New
Is...
Leading Projects
You are a Leader!
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
Project Planning Model
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
24
Project Model: Focus on Reducing Risk
Risk Based
Model
High Level WBS
(Work Breakdown
Structure)
Group by Risk
Category...
25
Risk Based Model
Pros
Identify Unknown Unknowns
Team trained on issues & challenges
Reduces organization risk of fai...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
27
Project Model: Focus on Outcome / Results
Outcome
Based
Model
WBS
Group by Customer
Priority
Divide into Phases
Impleme...
28
Outcome Based Model
Pros
Challenging opportunity for
teams
Prioritized Customer needs vs
Project success
High Risk a...
Case Studies
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
31
 Project phases based on Risk
 Less risk scope items chosen to understand the
complexities and issues in the process,...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
33
 Multiple Phases
 Phases based on Outcome
 Highly specialized resources
 High focus on Risk Management
 Lessons Le...
34
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to P...
Are You A Leader?
36
Dr. Kaali Dass PMP, PhD
kdass@cisco.com
Linkedin: http://www.linkedin.com/in/kaalidass/
Twitter: https://twitter.com/kd...
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Leading Enterprise Wide Projects

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Enterprise Wide IT Projects are Complex and strategic importance to organizations to sustain competitive advantage in the market place.

High percentage of strategic initiatives fail due to poor project performance.

This presentation highlights importance of leading Enterprise Wide Projects, instead just focusing on managing projects. The author discusses enterprise wide project relevance to PMI Knowledge Areas and essential leadership skills required to manage enterprise wide projects.

The author also presents two project planning models organizations can use to improve enterprise wide project success.

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Leading Enterprise Wide Projects

  1. 1. Leading Enterprise Wide Projects Session Code: NA14LDR10 Dr. Kaali Dass, PMP, PhD Cisco Systems, Inc.
  2. 2. 2
  3. 3. 3     
  4. 4. 4 References & Adopted from: Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy by Amy C. Edmondson Mistake Leader's Workbook by John Caddell The Process Knowledge Spectrum & Enterprise Wide (EW) Projects Routine Operations Complex Operations Innovation Operations Predictable Failures Complex Failures Intelligent Failures Tactical Projects Strategic/EW Projects
  5. 5. 5 Strategic Initiatives For every US$ 1 billion spent on a strategic initiative, US$ 149 Million Lost due to poor project performance! Reference: Enabling Organizational Change Through Strategic Initiatives, pmi.org, March 2014 52% 48% Successful Failure
  6. 6. Enterprise Wide Project Characteristics
  7. 7. 7 Integration Management Enterprise Project Characteristics Reference: PMBOK Guide 5th Edition Human Resources Management Quality Management Procurement Management Risk Management Stake Holder Management Communications Management Cost Management Time Management Scope Management
  8. 8. 8 Enterprise Project Characteristics Large number of Stakeholders (Approx. greater than 20) Multiple Sites and Global Sites Multiple Business Units Cross Functional Teams External Teams and Vendors Reference: PMBOK Guide 5th Edition Stakeholder Management
  9. 9. 9 Enterprise Project Characteristics Identifying Risks are Complex Many Unknown Unknowns Internal and External Risks Technology Risks Process Risks People Risks Reference: PMBOK Guide 5th Edition Risk Management
  10. 10. 10 Enterprise Project Characteristics Global and Dispersed Teams Large Communication Channels (190+) Lack of Awareness: Business Value Multiple Modes of Communication Multiple Communication Frequency Stakeholder Specific Content Reference: PMBOK Guide 5th Edition Communications Management
  11. 11. 11 Enterprise Project Characteristics Identify Common Standards & Best Practices Communication and Adoption of Standards Consistent Process and Standards Across Business Units Quality Measurement & Metrics Reference: PMBOK Guide 5th Edition Quality Management
  12. 12. 12 Enterprise Project Characteristics Manage Dynamic & Global Teams Manage Without Authority Motivating / Influencing Team Members Contribution Towards Business Value Reference: PMBOK Guide 5th Edition Human Resource Management
  13. 13. 13 Enterprise Project Characteristics Technology Adoption Process & Standards Adoption Vendor Management Dependencies to External Environment Reference: PMBOK Guide 5th Edition Procurement Management
  14. 14. 14 Enterprise Project Characteristics High Budget Longer Duration Large Scope Items Scope Increase as Teams Uncover New Issues Reference: PMBOK Guide 5th Edition Time Management Cost Management Scope Management
  15. 15. Leading Projects You are a Leader!
  16. 16. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Primary causes of organizational change failure Insufficient communications 59% Lack of leadership 56% Reference: Enabling Organizational Change Through Strategic Initiatives(2014), pmi.org
  17. 17. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Global Project Leader Skills Team Building Motivation Coaching Decision Making Political and Cultural Awareness Communication Influencing Trust Building Conflict Management Negotiation Project Leader Reference: Appendix X3, PMBOK Guide 5th Edition
  18. 18. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Negotiation Global Project Leader: Trusted Leader Trust Building Conflict Management Reference: Appendix X3, PMBOK Guide 5th Edition ROI = Relationship Over Issues. Build relationship with stakeholders. When there is an issue, leverage relationship for success Guillermo Diaz, SVP, Cisco As we look ahead into the next century, leaders will be those who empower others Bill Gates Earn your leadership every day Michael Jordan
  19. 19. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Global Project Leader: Good Communicator References: Appendix X3, PMBOK Guide 5th Edition The Essential Role of Communications, May 2013, pmi.org Consistent Communication Strategy for Global Teams Understand business benefits. Frequent and relevant communication about business benefit and how it aligns with organization’s strategy Eliminate any project specific jargons in communication Tailor communications to different stakeholder groups. Political and Cultural Awareness Communication Influencing
  20. 20. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Global Project Leader: A Team Builder References: Appendix X3, PMBOK Guide 5th Edition Project Skills By: Sam Elbeik; Mark Thomas Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others Jack Welch Forming, Storming, Norming, and Performing Involve Team in Decision Making Project Goals, Timeline, Roles, and Responsibilities Sense of achievement, Recognition of ability, Interesting and challenging work, Responsibility, Promotion, Rewards – financial. Motivation Team Building Coaching
  21. 21. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Global Project Leader: Decision Making References: Appendix X3, PMBOK Guide 5th Edition Adopted from Effective Decision Making By: Jeremy Kourdi Impact to Customer and organization Do not rush for an obvious decision and do not get influenced by personal preferences and preconceptions Review past decisions and lessons learned, also Challenge existing thinking Communicate decisions to all impacted stakeholders Decision Making
  22. 22. Project Planning Model
  23. 23. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. IT Project Planning Model By Risk Process Technology Environment (Internal / External) People Risk High Level Work Breakdown Structure (WBS) Phased Project Delivery (Low to High Risk)
  24. 24. 24 Project Model: Focus on Reducing Risk Risk Based Model High Level WBS (Work Breakdown Structure) Group by Risk Category Divide into Phases Implement Less Risk Phase First Capture Lessons Learned Reduce, Mitigate, or Eliminate Risks for Next phases
  25. 25. 25 Risk Based Model Pros Identify Unknown Unknowns Team trained on issues & challenges Reduces organization risk of failure Uncover People, process, technology related issues Better planning on time, cost, scope Cons May not identify scope specific risks Project needs vs Customer needs Any change in people, process, technology will increase the risks Additional cost and time due to phased release
  26. 26. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. IT Project Planning Model By Outcome / Results Process Technology Environment (Internal / External) People Customer / Organization Priority High Level Work Breakdown Structure (WBS) Phased Project Delivery (High to Low Priority)
  27. 27. 27 Project Model: Focus on Outcome / Results Outcome Based Model WBS Group by Customer Priority Divide into Phases Implement high priority Phase First Capture Lessons Learned Implement Next phase by improving Success
  28. 28. 28 Outcome Based Model Pros Challenging opportunity for teams Prioritized Customer needs vs Project success High Risk and High Reward Highly skilled and experienced team to deal with People, process, technology related issues Strong stakeholder support Cons Project is challenged High Impact of failure High Cost per release due to highly skilled and experienced resources
  29. 29. Case Studies
  30. 30. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. A Case Study: Data Center Migration • Scope • Time • Cost • World Class State of the Art Data Center • High availability • Green IT • Cisco on Cisco • Identified applications for migration • Selected applications with minimum impact to customers • Plan and execute Phase I • Capture lessons Learned • Plan for next phase by eliminating risks based on lessons learned • Implement Continuous Improvement model Planning and ExecutionBusiness Value Triple Constraint Project Planning Model: Risk Focus References: https://www.cisco.com/web/about/ciscoitatwork/data_center/flash/dc_experience/rdc_tour.html http://www.datacenterknowledge.com/archives/2011/04/18/cisco-opens-doors-on-new-texas-data-center/
  31. 31. 31  Project phases based on Risk  Less risk scope items chosen to understand the complexities and issues in the process, technology, and the environment  Lessons learned are captured to mitigate issues in future releases  Implemented changes in subsequent phases with more scope items Case Studies: Data Center Migration
  32. 32. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. A Case Study: World IPV6 Day • Scope • Cost • Time • Leading the Industry • Proving the technology • Enable IPV6 customers • Outcome based planning • Highly skilled resources • High Focus on risk assessment • External Dependencies • Technology Focus • Global Communication • High Level of collaboration • High Stakeholder Engagement Planning & ExecutionBusiness Value Triple Constraints Project Planning Model: Outcome Focus Reference: http://internetsociety.org/ipv6/archive-2011-world-ipv6-day
  33. 33. 33  Multiple Phases  Phases based on Outcome  Highly specialized resources  High focus on Risk Management  Lessons Learned are incorporated in subsequent phases Case Studies: IPV6 Project
  34. 34. 34 “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. You are a leader: Build Relationship and Trust with Stakeholders Your Team: Motivate and Coach your Team for Success Your Communication: Adopt a Clear Communication Strategy Final Thoughts…
  35. 35. Are You A Leader?
  36. 36. 36 Dr. Kaali Dass PMP, PhD kdass@cisco.com Linkedin: http://www.linkedin.com/in/kaalidass/ Twitter: https://twitter.com/kdass Contact Information

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