We keep reading headline stories of grand transformation programs, especially in the field of IT, that go horrificly wrong, and end up as embarrassing, incredibly expensive megafailures.Who is to blame? We all are. The anonymous, everyday underperformance that has become a new global standard in program management. How to fix it?
5. UK National Health Service (NHS) National Programme for IT (2002 )
System abandoned - costs are still piling up
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
6. Conclusions of the UK Public Accounts Committee
“Launched in 2002, the National Programme was designed to reform the way
that the NHS in England uses information. The benefits include financial
savings, efficiency gains and wider benefits to society …”
Shortcomings included
-poor negotiating capability,
resulting in deals with
-poor value for money
-weak programme
management and oversight.
There were also failures
-to understand the complexity of the tasks,
-to recognise the difficulties of persuading
NHS trusts to take new systems that had
been procured nationally, and
-to get people to operate the systems
effectively even when they were adopted.“
“…two-thirds of the £10.7 billion of total forecast benefits
were still to be realised in March 2012.”
http://www.publications.parliament.uk/pa/cm201314/cmselect/cmpubacc/294/29404.htm
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
7. The 1st governance model of PALKO-program didn’t work. It took the
program 4 years to figure out the model needed to be streamlined…
PALKO program reported here. All committees
above it, plus those depicted on the other
diagram, were setting expectations to PALKO.
Where is the project? It did not fit this
organizational diagram…
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
8. Project targets vs Line of Command targets
(invisible resistance, inertia)
Here is your project.
What are your chances to
make a change in Rolling
Mills department?
Important
project
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
9. The headline stories of major failures are the tip of an iceberg
The real problem? The anonymous, everyday underperformance
Huge overruns in time & money. Why?
Headline stories of megafailures
Bubbling
under the surface,
the mass of megafailures
The makings of megafailures
MASSIVE, ANONYMOUS, EVERYDAY
UNDER-PERFORMANCE
missing deadlines, budget overruns
poor value for money
routines, frustration, burnout
Exceptional challenges, show-stopper surprises
Unique circumstances, extreme complexity
Unimaginable unprofessionalism
Why don’t we hear about these?
Most programs manage to keep it private
Most failures are not ugly/sexy/political enough
Big programs failing is not news anymore
Why don’t we care about this?
We live it everyday, consider it normal
It’s the industry standard; risky to break
We don’t want to see real, viable options
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
10. The Religion of Moloch in Bertrand Russell’s “A Free Man's Worship” (1903)
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
12. The cause? Our mistakes
Jekyll & Hyde
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
13. Spending lots of money in the beginning is like…
Licenses, hardware, tools ... So
many things of everything and lots
of them. Paid in advance
compared to benefitting from
project’s results. Like so many
traditional ERP projects.
Let’s say you want to improve order-to-cash performance: less
inventory, shorter throughput and better responsiveness to customer
demand.
And you start a traditional ERP Project.
Do you see the paradox?
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
14. Change program communications are constantly neglected
Either it’s really bad, or there’s just not enough of it
media message
WRONG
audience time
integration
interaction
NO
innovation interest
inspiration
ignorance
RESULT?
resistance
criticism
And much more...
confusion
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
15. Are you, your team, program or organization learning?
Second loop learning through critical reassessment?
REASSESS
Second
loop
First
loop
Zero
loop
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
16. Are you, your team, program or organization learning?
Second loop learning through critical reassessment?
REASSESS
Second
loop
First
loop
Zero
loop
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
most programs
are stuck on
zero loop
=
no
learning
happens
18. R2O: 12 steps to better projects
energize
engage
interact
self-assess
reuse
learn
be agile
oil
simplify
steer
impact
benefit
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
19. ReTHINK: Deliver benefits early
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
20. ReWORK: Turn communications into interaction
dialogue
journey
innovate integrate
be EXCITING
be RELEVANT
inspired agents
active audience
Collaborate
SoMe
HOW?
Gamify
And so on...
RESULT?
The organization turns into
active subject of change
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
21. ORIENT: Invest in learning
The bigger the project the more
there is to learn.
Apprentice – journeyman – master
craftsman, a centuries old process
of knowledge sharing. And it is still
very useful because some people
know how to do the stuff and some
don’t - yet.
How’s the training program of your project? By when each of the
apprentices should be able to advance and present their master pieces?
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
22. Get in touch
Find Moolok in media
Facebook
Twitter
Talentum
IMAGE: Kaikki meni, eikä riitä
Taloussanomat: Huono it-johtaminen maksaa Suomelle miljardeja
Talouselämä: Taas meni pieleen
Digitoday: Suomessa hassataan miljardeja huonoon it-johtamiseen
ICT Standard Forum: Terveisiä Moolokille
Tietoviikko: It-hankkeiden budjeteista tehdään ylisuuria
Tietoviikko (video): Tämän takia IT-projektit floppaavat
YleX Etusivu: Haastattelussa epäonnistuineista it-projekteista
kirjan kirjoittaneet Tapio Järvenpää ja Ilkka Kankare
Verkkouutiset: Väite: IT-hankkeisiin hukkuu 7 miljardia vuodessa
Tuomasmuraja.com: Apotti-hankkeen tiellä on vielä monta mutkaa
CxO Mentor, Kirja-arvio
Tapio Järvenpää
Ilkka Kankare
tapsaj@me.com
Tel: +358 40 199 0836
@Tapsa_Jpaa
ilkka.kankare@capgemini.com
ilkka.kankare@gmail.com
Tel: +358-50-337-9549
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
Editor's Notes
Weget to readaboutthesefantasticcasesall the time, in Finland and globallyThiscouldneverhappen in my project (couldit?).The programsaredeliveredbyprofessionals just like us, sameorganization, methods, technologies, certificates
Theproblems of the NHS programseemvery, veryfamiliar…
Syksyllä 1999 aloitetun, useistaprojekteistakoostuvanhankekokonaisuudentavoitteenaoliuudistaaAjoneuvohallintokeskuksen (AKE) palvelujentoimintamallijatietojärjestelmät. Alkuperäinenvalmistumistavoiteoliasetettuvuodelle 2003. Jälkikäteen on arvioitu, että AKE ennakoihankkeenkustannuksiksi 15–27 miljoonaaeuroailmanomantyönsäosuutta.Neljävuottahankkeenaloittamisenjälkeen, kun hankkeenolisi jo pitänyt olla valmis, ohjausrakennelmaavirtaviivaistettiinsiirtämälläkeskeneräisenprojektinvastuutlinjaorganisaatioille. Johtoryhmäpurettiinjavastuutsiirrettiin AKE:n johtotiimille. PuolivuottamyöhemminperustettiinAvaintavoite 1 -ohjausryhmäedistämäänajoneuvoprojektientoimintaa. Jahetiperäänperustettiinajoneuvoprojektienkäyttöönotonjohtoryhmä.Kuvaavaatoiminnalle on se, ettävuoden2008 talousarviossa PALKO-hankkeen tavoitteetovatedelleenkorkealla: ”Pysytäänarvioiduissakustannuksissajaaikataulussa, sisältötavoitteetsaavutetaan.” Aikapaljonsanottuhankkeesta, jokaoli jo maksanutmoninverroinalkuperäisenhinnan, jokaoliviisivuottamyöhässäjajonkasisältöäolikarsittuuseasti!
From a book about how to present scientific facts. Published 1920 or so.Projects are set to make a change. They develop processes, concepts and systems. Create instructions, manuals, training programs and materials.In a traditional, hierarchal organization the primary (and only) target setting direction is vertical, top-down.I such setting the project has no means to achieve its targets for implementation without support and active role of line management. No matter what targets the project has they are always dependent on the resource allocation and target setting of each line organization.
As with real icebergs, the mass beneath the surface supports the visible, above the surface tipWithout the anonymous everyday underperformance, most megafailures would not be possibleIn effect; our everyday practices are the cause of the megafailuresFor this, we pay a heavy price, as professionals, citizen, taxpayers
Why do we allow this to happen?“The savage…feels the oppression of his impotence before the powers of Nature; …respects Power, is willing to prostrate himself,without inquiring whether they are worthy of his worship. …the trembling believer thinks, when what is most precious has been freely given, their lust for blood must be appeased, and more will not be required.
We never make all the typical mistakes, and we don’t make the same mistakes all the timeBut we do underperform, as professionals, teams, programs, organizations, in so many ways that are unnecessary and add no value to anyone. We the presenters cannot be much worse than you, dear audience...
Lisenssit, rauta, testaajat, oheistyökalut, …Lista on pitkä. Kaikki pyrkivät myymään, syyllä tai toisella – useasti hyvää tarkoittaen – kaikkea, mikä ei välttämättä ole heti alussa tarpeen.On paradoksaalista nähdä projekti, jonka lopputuotokset tähtäävät esim. tuotannon tehostamiseen, jakelukanavan reagointikyvyn parantamiseen ja varastojen pienentämiseen, mutta jonka hankinnat on tehty etupainotteisesti. Hankittu ikään kuin varastoon myöhempää isompaa tarvetta ja kysyntää varten.Tai projekti, jonka tuotokset parantavat asiakaskanssakäymistä, mutta joka pitää itsensä kiireisenä eikä ehdi kuuntelemaan tulevia käyttäjiä.Tai projekti, joka kehittää tuotetiedonhallintaa ja yhteistoimintaa, mutta ei osaa julkaista speksejään.
Project C becomes a so called strategic project. It’ll never reach it’s targets but so much has been invested that point of no return has been passed.
The bigger the project themore there is to learn.Apprentice – journeyman – master craftsman, centuries of experienceLearning must have targets. By when each of the apprentices should be able to advance and present their master pieces?On the job learning happens when people see their work products in action and receive feedback. If there is a long time between specification and go-live people don’t remember anymore what they thought when work was commenced and to make things worse there is very little if any chance for repetition.Learning must be made measurable. Good example: a certification test after training, retest the bottom 10 % performers sometime after go-live and again retest bottom 20 % after another period. Connect test performance to original training program and adjust accordingly.