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BCS (Isle of Man): Implications for Project Management in an uncertain Island Economy

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Implications for Project Management in an uncertain Island Economy will consider how project management disciplines operate in an Isle of Man environment and how these translate from global governance models. Chris will also consider how the outlook for the Island’s IT industry and project management is affected by the current economic situation and outlook.

Chris Davies is the Chief Operating Officer of Intelligence Ltd one of the Isle of Man’s largest consultancy companies. Chris has over 25 years experience of the IT industry in a variety of roles including hardware and software development, sales, marketing and project and corporate management. He has worked for both public and private companies and has a wealth of experience of projects of all sizes. Chris is currently working with the Isle of Man Government and other clients providing strategy, programme and project management consultancy.

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BCS (Isle of Man): Implications for Project Management in an uncertain Island Economy

  1. 1. Implications for Project Management in an uncertain Island Economy Presentation to British Computer Society (Isle of Man Section) 21st May 2009 Chris Davies Chief Operating Officer, Intelligence Ltd. info@intelligence.co.im slide 1 © Copyright Intelligence Limited 2009, reproduction with permission only
  2. 2. Intelligence Ltd • Trading for 7 years on the Isle of Man • Specialise in – Strategic Corporate Business Consultancy – Programme and Project Management – Technical innovation to directly support common SME business processes though direct enablement and content management – Customer focussed IT Support • Main Customer Sectors – Government – eGaming – Communications – Financial info@intelligence.co.im slide 2 © Copyright Intelligence Limited 2009, reproduction with permission only
  3. 3. Definition of a Project • Projects are different from ‘business as usual’ activities because they have a number of distinguishing features: – they bring about change – projects may offer investment opportunities – they have unknown elements, therefore: – they create risk • ‘Business as usual’ activities are recognisable because: – there are known policies, processes, procedures or precedents which may be followed – there is virtually no risk (as opposed to the problems which often occur in meeting deadlines etc) – the activities are not new, but repeated (albeit not necessarily very frequently), therefore: – they do not offer change info@intelligence.co.im slide 3 © Copyright Intelligence Limited 2009, reproduction with permission only
  4. 4. What is Project Management? • Business analysis • Procurement • Planning • Communications • Contractual negotiation • Risk management • Team recruitment & building • Quality Management • Organisation & delegation • Change management • Monitoring & reporting • Relationship management • Financial budgeting and control info@intelligence.co.im slide 4 © Copyright Intelligence Limited 2009, reproduction with permission only
  5. 5. Project Manager Qualities • Optimist If you can keep your head when all • Has attention for detail about you are losing theirs… • Innovator, problem solver You probably don’t understand the problem! • Risk manager • Diplomat With apologies to Rudyard Kipling • Motivator • Counsellor • Politician • Cynic • Human resource manager • Trained, qualified, experienced • Needs good sense of humour • Thick-skinned info@intelligence.co.im slide 5 © Copyright Intelligence Limited 2009, reproduction with permission only
  6. 6. Project Success Criteria • Delivered within planned and permitted timescales • Delivered within the approved budget • Met customer and user expectations • Achieved acceptance by users • Delivered the expected business benefit Project outcome summary from the Standish CHAOS reports 1994 1996 1998 2000 2002 2004 2009 Succeeded 16% 27% 26% 28% 34% 29% 32% Failed 31% 40% 28% 23% 15% 18% 24% Challenged 53% 33% 46% 49% 51% 53% 44% If projects do not succeed who is ultimately responsible? info@intelligence.co.im slide 6 © Copyright Intelligence Limited 2009, reproduction with permission only
  7. 7. Project Failures Top ten reasons for project failure as identified by Tasmanian Government during 2008 1. Inadequately trained and/or inexperienced project managers 2. Failure to set and manage expectations 3. Poor leadership at any and all levels 4. Failure to adequately identify, document and track requirements 5. Poor plans and planning processes 6. Poor effort estimation 7. Cultural and ethical misalignment 8. Misalignment between the project team and the business or other organisation it serves 9. Inadequate or misused methods 10. Inadequate communication, including progress tracking and reporting info@intelligence.co.im slide 7 © Copyright Intelligence Limited 2009, reproduction with permission only
  8. 8. The Isle of Man • Positive – Language and Culture – Size & Population – Infrastructure – Government assistance • Grants • Consultancy • Marketing • Negative – Transport – Skilled labour pool • Work permits – Communications • Customers • Suppliers • Team members – Access to products and services info@intelligence.co.im slide 8 © Copyright Intelligence Limited 2009, reproduction with permission only
  9. 9. Economic Challenges • Lack of credit available to customers, suppliers and implementers • Project types changes; more integration than implementation • Measurable business benefits more internally focussed • Volume of work reduces • Customers want things faster and cheaper • Scrutiny increases • Increasingly competitive environment • Isle of Man economic outlook info@intelligence.co.im slide 9 © Copyright Intelligence Limited 2009, reproduction with permission only
  10. 10. What uncertainty? • Despite a challenging economy, seven out of 10 chief information officers (CIOs) in the US say their companies will invest in information technology initiatives in the next 12 months. Information security topped the list with 43 percent of the response, followed by virtualization (28 percent) and data centre efficiency (27 percent) info@intelligence.co.im slide 10 © Copyright Intelligence Limited 2009, reproduction with permission only
  11. 11. Conclusion • The world has changed not ended – Be aware of the risks and manage them • Lets use the opportunity provided – Review skills and capabilities – Use resources provided by Government and others – Maximise use of channels and technology – we are asking our customers to do this! • The Isle of Man can be a springboard and not a hindrance • Project Management – The times create a need for strong PM not diminish it info@intelligence.co.im slide 11 © Copyright Intelligence Limited 2009, reproduction with permission only
  12. 12. And finally… info@intelligence.co.im slide 12 © Copyright Intelligence Limited 2009, reproduction with permission only

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