1
How to rearrange the
deck chairs on the Titanic
Mark Smalley, IT Paradigmologist
@marksmalley &
mark.smalley@aslbislfoun...
2
• You change things
• What do you change?
Agenda!
3
Speaker’s challenge!
#PMI_Singapore
@marksmalley
4
• Rearranging the deck chairs on the Titanic
• Consequences of the scope of a project being
too IT focused
• Instruments...
5
• Rearranging the deck chairs on the Titanic
• Consequences of the scope of a project being
too IT focused
• Instruments...
6
How to rearrange the
deck chairs on the Titanic
Mark Smalley, IT Paradigmologist
@marksmalley &
mark.smalley@aslbislfoun...
7
How to rearrange the
deck chairs on the Titanic
Mark Smalley, IT Paradigmologist
@marksmalley &
mark.smalley@aslbislfoun...
8
How to rearrange the
deck chairs on the Titanic
Mark Smalley, IT Paradigmologist
@marksmalley &
mark.smalley@aslbislfoun...
9
Prague Spring 1968
!
10
Arab Spring 2011
!
11
Helsinki Spring 2011
“Angry Young Finns”
!
12
Smalley is revolting
!
13
IT Spring – Occupy IT
14
14
● Business depends on information & IT
● IT is a strategic capability
● IT is still underperforming
● Polishing the ...
15
marksmalley @
Mark Smalley
IT Paradigmologist
16
Andrew Oswald
Happiness is U-shaped
17
IT Paradigmology
18
Info
Syst
The Big IT Picture
19
Info
Syst
20
The business produces
products and services by
executing business
processes using people,
information and other
resourc...
21
• Rearranging the deck chairs on the Titanic
• Consequences of the scope of a project
being too IT focused
• Instrument...
22
22
Current situation
Desired situation
Change is needed
23
23
USER ORGANIZATION
• Values, mission &
vision
• Products & services
• Structure
• Goals
• Funding
• Partners & suppli...
24
• Difficulty specifying functionality
• Disruptive changes during project
• Everything high priority
• Arguments during...
25
The Project Manager
• Gets blamed
• Explains that the scope needs to be extended
• Proposes corrective measures
• Needs...
26
• Rearranging the deck chairs on the Titanic
• Consequences of the scope of a project being
too IT focused
• Instrument...
27
27
● Business depends on information & IT
● IT is a strategic capability
● IT is still underperforming
● Polishing the ...
28
Paul Wilkinson
World-wide
ABC of ICT Surveys
ABC = Attitude, Behavior & Culture; source www.gamingworks.nl
29ABC = Attitude, Behavior & Culture; source www.gamingworks.nl
Paul Wilkinson
World-wide
ABC of ICT Surveys
30
30
Value model
31
Info
Syst
User
Org
IT
Org
31
Think out of the IT box
32
Shows how to
• Ensure that the business gets the information
that it needs
• Acquire and manage IT services effectively...
33
33
● Interfaces between business & IT
● Relationship with the users
● Strategic use of information & IT
● Business case...
34
Direct
information
strategy
Change
functionality
Support
users
Financial
management
Demand
management
Contract
manageme...
35
Planning and
resource management
Financial
management
Demand
management
Contract
management
Operational
supplier
manage...
36
Planning and
resource management
Financial
management
Demand
management
Contract
management
Operational
supplier
manage...
37
Planning and
resource management
Financial
management
Contract
management
Operational
supplier
management
Business data...
38
Planning and
resource management
Financial
management
Demand
management
Contract
management
Operational
supplier
manage...
39
Contract
management
Planning and
resource management
Financial
management
Demand
management
Operational
supplier
manage...
40
Planning and
resource management
Financial
management
Demand
management
Contract
management
Operational
supplier
manage...
41
Planning and
resource management
Financial
management
Demand
management
Contract
management
Operational
supplier
manage...
42
• Rearranging the deck chairs on the Titanic
• Consequences of the scope of a project being
too IT focused
• Instrument...
43
• Four kind of (project) approaches
• Sanity checklist
• Common pitfalls and success factors
• Implementation roadmap
4...
44
Threat?
Own Skills?
Improvement?
big
small
Quality Scenario
Top-down
Route and results predetermined
Expert Project - e...
45
• How much do our systems cost – is that normal?
• Are the systems being used properly?
• What do the users think about...
46
PITFALL
• Processes should be
implemented uniformly in
all teams
• Process improvement is the
solution to all problems
...
47
People
• Poorly defined and agreed IM roles, responsibilities and
accountabilities between IM & IT & Business
• IT does...
48
People
• Clearly defined roles, responsibilities and
accountabilities
• IT must develop a core competence of „demand
ac...
49
Incompetent Competent
UnconsciousConscious
Learning
Awareness
Practice
Implementation roadmap
50
Like a Tai Chi master, the
Project Manager, armed with
insight into business
information management
responsibilities an...
51
Not only can this insight
be used to re-scope a
derailed project, it can
also be used to propose
new projects aimed at
...
52
• Rearranging the deck chairs on the Titanic
• Consequences of the scope of a project being
too IT focused
• Instrument...
53
● Download the free BiSL management guide and
more from www.aslbislfoundation.org
● Be aware of the business responsibi...
54
How to rearrange the
deck chairs on the Titanic
Mark Smalley, IT Paradigmologist
@marksmalley &
mark.smalley@aslbislfou...
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How to rearrange the deck chairs on the Titanic (PMI Singapore, Oct 2012)

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How to rearrange the deck chairs on the Titanic (PMI Singapore, Oct 2012)

  1. 1. 1 How to rearrange the deck chairs on the Titanic Mark Smalley, IT Paradigmologist @marksmalley & mark.smalley@aslbislfoundation.org
  2. 2. 2 • You change things • What do you change? Agenda!
  3. 3. 3 Speaker’s challenge! #PMI_Singapore @marksmalley
  4. 4. 4 • Rearranging the deck chairs on the Titanic • Consequences of the scope of a project being too IT focused • Instruments incl. the BiSL framework • Approaches for organizing business responsibilities • Takeaways Agenda!
  5. 5. 5 • Rearranging the deck chairs on the Titanic • Consequences of the scope of a project being too IT focused • Instruments incl. the BiSL framework • Approaches for organizing business responsibilities • Takeaways Agenda!
  6. 6. 6 How to rearrange the deck chairs on the Titanic Mark Smalley, IT Paradigmologist @marksmalley & mark.smalley@aslbislfoundation.org
  7. 7. 7 How to rearrange the deck chairs on the Titanic Mark Smalley, IT Paradigmologist @marksmalley & mark.smalley@aslbislfoundation.org
  8. 8. 8 How to rearrange the deck chairs on the Titanic Mark Smalley, IT Paradigmologist @marksmalley & mark.smalley@aslbislfoundation.org “Technology is too important to the business not to be engaged and IT does not understand the business well enough to be left to its own devices”
  9. 9. 9 Prague Spring 1968 !
  10. 10. 10 Arab Spring 2011 !
  11. 11. 11 Helsinki Spring 2011 “Angry Young Finns” !
  12. 12. 12 Smalley is revolting !
  13. 13. 13 IT Spring – Occupy IT
  14. 14. 14 14 ● Business depends on information & IT ● IT is a strategic capability ● IT is still underperforming ● Polishing the inside of the kettle isn‟t enough State of the union ● Integration with business is needed ● Business domain knowledge ● Business empathy ● Demand-side IM processes ● IT organizations need credibility ● Business managers must take their responsibility for governing IT
  15. 15. 15 marksmalley @ Mark Smalley IT Paradigmologist
  16. 16. 16 Andrew Oswald Happiness is U-shaped
  17. 17. 17 IT Paradigmology
  18. 18. 18 Info Syst The Big IT Picture
  19. 19. 19 Info Syst
  20. 20. 20 The business produces products and services by executing business processes using people, information and other resources, and ● Determines which information is required and which part will be automated ● Delegates automated part to the IT department ● Ensures the quality of information ● Ensures effective and efficient usage of information (systems)
  21. 21. 21 • Rearranging the deck chairs on the Titanic • Consequences of the scope of a project being too IT focused • Instruments incl. the BiSL framework • Approaches for organizing business responsibilities • Takeaways Agenda!
  22. 22. 22 22 Current situation Desired situation Change is needed
  23. 23. 23 23 USER ORGANIZATION • Values, mission & vision • Products & services • Structure • Goals • Funding • Partners & suppliers • People • Habits & attachments • Knowledge & skills • Roles, rights & responsibilities • Processes & activities • Relationships & agreements • Information • Workspace & facilities INFORMATION SYSTEMS • Architectural principles • Design • Applications • Data • Software • Infrastructure (devices, networks, servers) • Data • Software • Hardware • Procedures & instructions for usage, operation, maintenance IT ORGANIZATION • Values, mission & vision • Products & services • Structure • Goals • Funding • Partners & suppliers • People • Habits & attachments • Knowledge & skills • Roles, rights & responsibilities • Processes & activities • Relationships & agreements • Information • Workspace & facilities Critical area Managing information and IT services from a business perspective Scope of the project?
  24. 24. 24 • Difficulty specifying functionality • Disruptive changes during project • Everything high priority • Arguments during acceptance testing • Users unprepared – wasted time and misuse of system • Inaccurate data • General confusion who is responsible for what  Delayed business benefits, wasted money, unnecessary risks, dissatisfied customers… When the project scope excludes business information management…
  25. 25. 25 The Project Manager • Gets blamed • Explains that the scope needs to be extended • Proposes corrective measures • Needs insight into organizing the business- side responsibilities When the project scope excludes business information management…
  26. 26. 26 • Rearranging the deck chairs on the Titanic • Consequences of the scope of a project being too IT focused • Instruments incl. the BiSL framework • Approaches for organizing business responsibilities • Takeaways Agenda!
  27. 27. 27 27 ● Business depends on information & IT ● IT is a strategic capability ● IT is still underperforming ● Polishing the inside of the kettle isn‟t enough ● Integration with business is needed ● Business domain knowledge ● Business empathy ● Demand-side IM processes ● IT organizations need credibility ● Business managers must take their responsibility for governing IT BiSL Value model BiSL ABC of ICT State of the union and useful instruments
  28. 28. 28 Paul Wilkinson World-wide ABC of ICT Surveys ABC = Attitude, Behavior & Culture; source www.gamingworks.nl
  29. 29. 29ABC = Attitude, Behavior & Culture; source www.gamingworks.nl Paul Wilkinson World-wide ABC of ICT Surveys
  30. 30. 30 30 Value model
  31. 31. 31 Info Syst User Org IT Org 31 Think out of the IT box
  32. 32. 32 Shows how to • Ensure that the business gets the information that it needs • Acquire and manage IT services effectively and efficiently, from a demand (business) perspective Process framework, best practices, training & qualification (APMG) program, priSM accreditation, publications with guidance, knowledge network 32 BiSL, the Business Information Services Library
  33. 33. 33 33 ● Interfaces between business & IT ● Relationship with the users ● Strategic use of information & IT ● Business cases, cost/benefit mgmt ● Specification, procedures, acceptance and training ● Business-side goals, activities & results; demarcation business & IT ● Positioning of Information Management as a business responsibility BiSL addresses
  34. 34. 34 Direct information strategy Change functionality Support users Financial management Demand management Contract management Govern information management 34 Manage information management ManagementOperationsStrategy BiSL Framework
  35. 35. 35 Planning and resource management Financial management Demand management Contract management Operational supplier management Business data management End user support Infor- mation coor- dination Use management cluster Functionality management cluster Specify information requirements Design non- automated info. systems Prepare transition Review and testing Establish bus. process developments Information strategy cluster Strategic supplier management Strategic info. partner management I-organization strategy Strategic user relationship management I-organization strategy cluster Information lifecycle management Establish info. chain developments Establish technological developments Change- management Transition management Information portfolio management ManagementOperations Strategy BiSL Framework
  36. 36. 36 Planning and resource management Financial management Demand management Contract management Operational supplier management Business data management Infor- mation coor- dination Use management cluster Functionality management cluster Specify information requirements Design non- automated info. systems Prepare transition Review and testing Establish bus. process developments Information strategy cluster Strategic supplier management Strategic info. partner management I-organization strategy Strategic user relationship management I-organization strategy cluster Information lifecycle management Establish info. chain developments Establish technological developments Change- management Transition management Information portfolio management ManagementOperations Strategy End user support BiSL addresses: Interfaces between business and IT
  37. 37. 37 Planning and resource management Financial management Contract management Operational supplier management Business data management End user support Infor- mation coor- dination Use management cluster Functionality management cluster Specify information requirements Design non- automated info. systems Prepare transition Review and testing Establish bus. process developments Information strategy cluster Strategic supplier management Strategic info. partner management I-organization strategy Strategic user relationship management I-organization strategy cluster Information lifecycle management Establish info. chain developments Establish technological developments Change- management Transition management Information portfolio management ManagementOperations Strategy Demand management BiSL addresses: Relationship with the users
  38. 38. 38 Planning and resource management Financial management Demand management Contract management Operational supplier management Business data management End user support Infor- mation coor- dination Use management cluster Functionality management cluster Specify information requirements Design non- automated info. systems Prepare transition Review and testing Establish bus. process developments Information strategy cluster Strategic supplier management Strategic info. partner management I-organization strategy Strategic user relationship management I-organization strategy cluster Information lifecycle management Establish info. chain developments Establish technological developments Change- management Transition management Information portfolio management ManagementOperations Strategy BiSL addresses: Interfaces between business and IT
  39. 39. 39 Contract management Planning and resource management Financial management Demand management Operational supplier management Business data management End user support Infor- mation coor- dination Use management cluster Functionality management cluster Specify information requirements Design non- automated info. systems Prepare transition Review and testing Establish bus. process developments Information strategy cluster Strategic supplier management Strategic info. partner management I-organization strategy Strategic user relationship management I-organization strategy cluster Information lifecycle management Establish info. chain developments Establish technological developments Change- management Transition management Information portfolio management ManagementOperations Strategy BiSL addresses: Business cases and cost/benefit mgmt
  40. 40. 40 Planning and resource management Financial management Demand management Contract management Operational supplier management Business data management End user support Infor- mation coor- dination Use management cluster Functionality management cluster Specify information requirements Design non- automated info. systems Prepare transition Review and testing Establish bus. process developments Information strategy cluster Strategic supplier management Strategic info. partner management I-organization strategy Strategic user relationship management I-organization strategy cluster Information lifecycle management Establish info. chain developments Establish technological developments Change- management Transition management Information portfolio management ManagementOperations Strategy BiSL addresses: Specification, procedures, acceptance and transition
  41. 41. 41 Planning and resource management Financial management Demand management Contract management Operational supplier management Business data management End user support Infor- mation coor- dination Use management cluster Functionality management cluster Specify information requirements Design non- automated info. systems Prepare transition Review and testing Establish bus. process developments Information strategy cluster Strategic supplier management Strategic info. partner management I-organization strategy Strategic user relationship management I-organization strategy cluster Information lifecycle management Establish info. chain developments Establish technological developments Change- management Transition management Information portfolio management 41 ManagementOperationsStrategy BiSL Framework
  42. 42. 42 • Rearranging the deck chairs on the Titanic • Consequences of the scope of a project being too IT focused • Instruments incl. the BiSL framework • Approaches for organizing business responsibilities • Takeaways Agenda!
  43. 43. 43 • Four kind of (project) approaches • Sanity checklist • Common pitfalls and success factors • Implementation roadmap 43 How to (re)organize the business responsibilities
  44. 44. 44 Threat? Own Skills? Improvement? big small Quality Scenario Top-down Route and results predetermined Expert Project - external manager and consultants weak strong Result Scenario More top-down than bottom-up Results predetermined, route partially Best Practice Project – interim manager, team Growth Scenario More bottom-up than top-down Route predetermined, results partially Self-assessment and modest changes – team Team Scenario Bottom-up Route and results not predetermined Continual improvement - team difficult easy Four approaches
  45. 45. 45 • How much do our systems cost – is that normal? • Are the systems being used properly? • What do the users think about our systems? • What are business needs, now and in the future? • How much budget is available and are we making justifiable investments? • Do the systems have business owners? • Do we have clear agreements with IT? • Does IT give us enough strategic value? 45 Sanity checklist for the business
  46. 46. 46 PITFALL • Processes should be implemented uniformly in all teams • Process improvement is the solution to all problems • Maturity should be as high as possible • People are ignorant and need to be told what to do • When the implementation is done, the project is finished • Implementation should be approached top-down • All processes should be improved at the same time COMMENT • Different circumstances need different implementations • Could be a problem with skills and tooling • But this costs money and flexibility • Utilize experience, improve motivation • Monitoring, fine-tuning, unexpected effects • But sometimes bottom-up is better • Usually not necessary or achievable Common pitfalls
  47. 47. 47 People • Poorly defined and agreed IM roles, responsibilities and accountabilities between IM & IT & Business • IT does not communicate in business terms, build relationships with business and demonstrate trust and credibility Process • Unclear meeting structures and decision making • Poor alignment of processes and hand-over between Business, IM, and IT Performance • No clear shared strategy and planning from business Top fail factors identified during BookStoreTM business simulations
  48. 48. 48 People • Clearly defined roles, responsibilities and accountabilities • IT must develop a core competence of „demand acceptance‟ Process • Processes must be seen in the context of Continual Service Improvement Performance • The Business, Information management & IT must have a shared view of the strategy and the pipeline of initiatives Top success factors identified during BookStoreTM business simulations
  49. 49. 49 Incompetent Competent UnconsciousConscious Learning Awareness Practice Implementation roadmap
  50. 50. 50 Like a Tai Chi master, the Project Manager, armed with insight into business information management responsibilities and processes, redirects the directives of the Project Committee into positive proposals for achieving the desired project outcomes, thereby demonstrating his/her value Vision
  51. 51. 51 Not only can this insight be used to re-scope a derailed project, it can also be used to propose new projects aimed at improving the value that user organizations extract from existing systems Proactive vision
  52. 52. 52 • Rearranging the deck chairs on the Titanic • Consequences of the scope of a project being too IT focused • Instruments incl. the BiSL framework • Approaches for organizing business responsibilities • Takeaways Agenda!
  53. 53. 53 ● Download the free BiSL management guide and more from www.aslbislfoundation.org ● Be aware of the business responsibilities and the fact that they are often not formally organized ● Do the sanity check with the business ● Check whether your project scope is broad enough ● Link up and keep in touch @marksmalley & mark.smalley@aslbislfoundation.org Back at work…
  54. 54. 54 How to rearrange the deck chairs on the Titanic Mark Smalley, IT Paradigmologist @marksmalley & mark.smalley@aslbislfoundation.org

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