Using a cybernetic approach for Project Management within a case.

1. New view on project
and investment
management in a
more agile IT and
agile Business
environment
Dr Frank Stumpe

2. Historical review
of IT investment
management

3. Basic Investment Management on
Scope, Timing, Resources and
Quality
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4. Speed of changes
Marked / Customer
Large agility
4
Business / Supplier
Starting agility
PM-Methods
Slow agility
 The old principle to focus on “silos” and “over-the-fence
management” is no longer valid. This management has led
to the modern crisis (Otto Scharmer).
 “Today’s models are most likely to be outdated tomorrow”
(Osterwalder & Pigneur)

5. Target Core Process (TCP)
Output
Targets
Individual Core Process (ICP)
Organizational Core Process (OCP)
Organization
Interpreter
5
Technique
Exterpreter
Basic Reasons
Internal
Disturbance
Human
Reason for meaning
External
Disturbance
Reason for existing
Complex cybernetic investment
management framework

6. Using agile ITProgram
Management
within financial
industry

7. Handling the complexity
Deliver value
Think in alternatives
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Deliver iterative
Involve your customer

8. Budget envelop
Functional design
Costs
Processing time
Project definition
Steering
Committee
Priorities
Delivery
Open
Projects
Evaluation
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Strong business participation is necessary

9. Case

10. Some facts of the case
 Case within financial industry
 Risk conservative, traditional, waterfall minded, etc.
 Controlled by regulators
 Delivery in 5 iterations
 2 short iterations for planning and design
 3 longer iterations for agile delivery
loosely coupled RFI/RFP
IT and BUS design
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BUS
Keep it running
Package
implementation
Integration
Back-office
benefits
Web-portal
Integration
Bank core system
Front-office
benefits
Full benefits

11. Some facts of the case
 Back-Office benefits
Company value
and mission
 Reduction of the processing time
 Efficiency in processing
 Higher Quality in service
 Front-Office benefits
 Direct access to necessary information
 Support of their work on the field
 Increase involvements
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BUS
Keep it running
Back-office
benefits
Front-office
benefits
Full benefits

12. Summary
 Steering should base on Business Case, contribution to
Mission/Vision Statement and Basic reasons
 Involve representatives for each feedback loop in steering
 Try to integrate market trends and customers
 Loosely coupled Business and IT during execution
 Ensure business continuity during execution
 Deliver both agile Business and IT
 Build trust by management with a systematic approach
 Be aware about the elements of a system (Humans, Organisation, Technique)
 Manage individual and organisational processes and interactions
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