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How to Integrate Your Tech Stack for Seamless and Practical Application
- 1. © 2021 Citrix Systems, Inc. Confidential. How to Integrate Your Tech Stack So That it Has a Seamless and Practical Application in Your Workplace Project Management Update De-siloing Project Coordination Series January 11, 2022 12:30pm PST | 3:30pm EST | 7:30pm GMT
- 2. © 2021 Citrix Systems, Inc. Confidential. Customers: 20,000 across 135 countries Employees: 1,000 Users: 2.3 million Power the Modern Agile Enterprise With Wrike, a Citrix Company Leader in collaborative work management Founded: 2006, acquired by Citrix 2021
- 3. © 2021 Citrix Systems, Inc. Confidential. 3
- 4. © 2021 Citrix Systems, Inc. Confidential. Speakers 4 Chris Hare, PMP Industry Principal, PMO, Wrike Patrick Rohlfsen Engagement Manager, Wrike Frank Saladis, PMP, PMI Fellow Trainer, Consultant, International Project Management Event Speaker
- 5. © 2021 Citrix Systems, Inc. Confidential. What is the the role of technology in the future of work?
- 6. © 2021 Citrix Systems, Inc. Confidential. Work from home isn’t going anywhere What is the visionary direction for the future of work for your organization? 54% Hybrid (sometimes remote, sometime in the office) 23% We plan to (one day) fully go back to the office 19% It's hard to say at this point 3% Employees will be fully remote *Citrix and Pulse Survey, 2021
- 7. © 2021 Citrix Systems, Inc. Confidential. 7 Approximately how many different applications or tools are required for your team to effectively accomplish their work? 4% 37% 44% 15% 1-4 6-10 11-15 16+ *Citrix and Pulse Survey, 2021 New Tools And Solutions Are A Necessary Burden
- 8. © 2021 Citrix Systems, Inc. Confidential. 39% Occasionally/Once a month 2% Almost never 36% Often/Once a week 23% Almost daily Employee’s experience frustration with core applications How often do you or your team members experience frustration with the applications used on a daily basis? *Citrix and Pulse Survey, 2021
- 9. © 2021 Citrix Systems, Inc. Confidential. 56% Wasted time switching between applications 42% Apps are too slow or unreliable 39% Too many security hoops to jump through 38% Too many applications 32% They’re too difficult to use Employees are frustrated switching between applications When you or your team do experience frustrations with apps, what are the top 3 reasons why? *Citrix and Pulse Survey, 2021
- 10. © 2021 Citrix Systems, Inc. Confidential. Impact On Employee Experience Is Clear 10 What are the top risks for your workforce right now? *Wrike and Pulse Survey, 2021
- 11. © 2021 Citrix Systems, Inc. Confidential. What are the top features in a “value-added” PM technology? 11
- 12. © 2021 Citrix Systems, Inc. Confidential. How can effective PM technology enable individual contributors and managers alike to succeed in the workplace? 12
- 13. © 2021 Citrix Systems, Inc. Confidential. 13 What are the most critical steps in deploying technology?
- 14. © 2021 Citrix Systems, Inc. Confidential. 14 What are the top challenges when integrating technology?
- 15. © 2021 Citrix Systems, Inc. Confidential. What PM technologies will become esssential to succeed in workplace settings like hybrid or fully remote? 15
- 16. © 2021 Citrix Systems, Inc. Confidential. Q&A 16 Chris Hare, PMP Industry Principal, PMO, Wrike Patrick Rohlfsen Engagement Manager, Wrike Frank Saladis, PMP, PMI Fellow Trainer, Consultant, International Project Management Event Speaker /in/chrisharepmp/ /in/patrickrohlfsen/ /in/frank-saladis-pmp- pmi-fellow-4aa226/
- 17. © 2021 Citrix Systems, Inc. Confidential. Thank you!
Editor's Notes
- Moderator: For those of you not familiar with Wrike, Wrike provides a collaborative work management solution that helps employees organize, automate, and streamline work and collaboration securely across any channel, device, or location. Organizations that use Wrike are able to modernize operations, meet business demands faster, and deliver a better, more efficient employee experience. In March 2021, Citrix acquired Wrike. Citrix and Wrike are united by a shared vision—to remove complexity from work so people and teams can perform at their best.
- Moderator: Joining us today to discuss the importance of having an intentional approach to choosing and integrating your technology are Chris Hare, Patrick Rohlfsen, and Frank Saladis. Wrike’s Chris Hare is an award-winning PMO industry principal, published author, and playwright. As a wife and full-time working mom, she has worked for the past 15 years as a certified, senior-level program/project manager managing hundreds of successful programs and projects for such companies as Adobe, Guitar Center, Patagonia, and United Online/NetZero. Also from Wrike, Patrick Rohlfsen partners with some of the most remarkable brands in the world, and helps them get from here to HERE using Wrike. His team works to understand a client’s business intimately enough to learn how people work together and build a solution to make the interactions between people much better. Patrick brings 7+ years of experience as a Wriker user to his clients and has deployed 60+ businesses and 10,000+ users. Frank Saladis, PMP, PMI Fellow is the Owner/Founder of Blue Marble Enterprizes Inc. and Project Imaginers. Frank is an accomplished leader and contributor in the discipline of project management. He is the author of 12 published books, the past editor of the All PM Newsletter (an IIL publication) and the author of over 180 project management articles. Frank provides training and consulting services internationally and has educated and entertained countless audiences with a special blend of project management knowledge and tasteful humor. Mr. Saladis’s 40 year career includes 28.5 years with AT&T, 3 years with Cisco Systems, and many years in a parallel track as a Board member of PMI NYC Chapter, professional trainer, facilitator, mentor, and keynote speaker. Patrick is going to kick us off with a brief message. Patrick, over to you!
- 30 seconds Patrick: Thank you, Rayvonne! Super excited about this topic! This whole hybrid work / remote work think is having a huge impact on organizations everywhere. So to be speaking on this topic is incredible. And while it’s a challenge, it’s also a super exciting time to be in the work management market. So for those on this call, we are going to kickoff with some great data and some of our thoughts on it. This data comes from Citrix and Pulse who surveyed 200 business leaders across engineering, marketing, sales, and finance. So let’s move on to the next slide!
- 15 seconds Patrick: Boom! Right? I mean, don’t bother reading the slide Patrick. Of the 200 hundred business leaders a big huge yellow chunk of them are planning on doing things differently, forever. Only 25% of them plan on going back to business as usual. The stat I find super interesting? Only 3% said full time remote. Which, as a full time remote worker I find fascinating. And if you asked me, I would say hybrid is actually more complex than 100% in-office or remote.
- 15 seconds Patrick: Ok, where I want you to focus here is this: The entire right hand side of the graph is saying “our people use 10 or more apps to manage work” For those of you who have been around as long as I have, this is a ton. No wonder my eyes hurt at the end of the day. And it is more than just an unpleasant experience, it impact productivity. Let’s look at this on the next slide.
- 15 seconds Patrick: K. Key word here is FRUSTRATION. The hidden number here though is this: 98% of respondents said there was a frustration, this slide slices that up. So virtually all businesses are saying that APPLICATIONS ARE CAUSING FRUSTRATIONS. And get this: 25% of the respondents are saying DAILY! Everyday their people are feeling frustrated. That is a HUGE deal. Let’s get more specific on the next slide:
- 15 seconds Patrick: So, lots of words here. But there is a theme: PEOPLE WANT TO BE PRODUCTIVE AND SOMETHING IS MESSING UP THEIR FLOW The first two circles scream to me “quick interrupting me” While I am trying to get work done I am busy arm wrestling technology. Regardless of which circle. It’s either too many apps, to poor of apps, to complicated of apps. Whatever, Our job is not to manage windows - it’s to produce. Right? Okay okay. So, what is the bottom line? Next slide please….
- 30 seconds Patrick: PEOPLE ARE LEAVING OR WORSE YET THEY ARE STAYING AND NOT ENGAGED. Let me say that again. Nearly 60% of business are experience engagement issues and employees burning out. PEOPLE ARE LEAVING OR WORSE YET THEY ARE STAYING AND NOT ENGAGED. So what is the point and what does this have to do with Project Management Technology? Everying. If you are putting in tech without adequate discovery, proper implementation, or without considering it’s cultural impact, you are doing it wrong. We are here to help. b So with that, I am turning it over to Rayvonne, to kick off the panel!
- Chris Hare: Well, first, to have a value-added PM technology or solution, we should start with the rudimentary needs, which is a robust, secure platform with a user interface that allows ease of configurability, flexibility, and scalability. Also, if the PM technology or solution is truly value-add, it should follow project management best practices, which would include the management of and visibility into the six project constraints: which are scope, time, cost, quality, resources and risk – features like workload charts, flexible scheduling and roadmaps, budget trackers, real-time dashboards, advanced reporting and analytics, and the like. Along this same best practice thinking, there should be a project governance aspect that allows for the proper management of projects, programs, and portfolios, including rolled-up data for project intakes, the ability to assess how projects tie back to strategic or corporate objectives, and checkpoints to ensure your projects, programs, and portfolios are successful. We also can’t forget the critical connective layers of the PM solution that allow it to be effective – which is expert customer support and engineering. It also helps if the company who owns the technology has a track record of excellence in terms of being a pioneer in the space, with excellent customer testimonials. Patrick and Frank, anything to add? Patrick: What an awesome summary. It needs to have a ton under the hood… -But I also want it to get “Keep is simple stupid” right. The most important thing to me is a single source of truth dashboard where people can look in the morning to know what they need to do today. -Then from there their actions trickle into all the awesome stuff Christ mentioned like trackers, roadmaps, analytics, ect -Also… not a “feature” per say but the platform needs to be easy and enjoyable to use.
- Chris Hare: Effective PM technology, or a solution enables users, teams, and managers to succeed through aspects like: Seamless collaboration among teams synchronously and asynchronously Automated processes through standardized templates and data structures Ability for individual contributors to quickly and easily see, manage, and track their own tasks, to ensure they know exactly what they need to work on, what’s expected of them, and when it’s due Ability for managers to have instant visibility into individual, as well as team work, so they can monitor progress, control issues and risks, and otherwise ensure that their projects are staying the course for success. I mentioned this earlier, but project governance is also an often overlooked, but critical asset that can be leveraged when it’s part of a PM technology or solution, as it helps individuals, contributors, and managers have a best practices framework from which their projects can operate so that they can achieve desired outcomes. Patrick and Frank, anything to add? Patrick Totally agree here. I would also add: If 56% of companies are going hybrid, the platform needs to compensate for some of what is lost. In other words, if a software is going to enable my people to succeed - it needs to help them work better together.
- Patrick Rohlfsen: I’ve had so many interesting experiences deploying tech like this to hundreds of teams and thousands of people. I think for the most part the deployment process is kind of intuitive by now. Discover, Configure, Train. I think good goes to great is when good ole change management is like the milk in the cereal. It’s just natively part of it all Geno Wickman and Traction talk about GWC in a different context but I love it when it comes to deployment “Get it, Want it, Capacity to do it” Yes, you can install software and make it a requirement, but that is SUPER frustrating for users. And remember, 54% of companies are working hybrid now. The end users experience is HUGE So “Get it, Want it, Capacity to do it” Get it: Do end users understand what this platform is here for and what is is not. So have a super clear vision and mission for WHY you are putting ANOTHER tech in their face. Want it: Too often PM tech is rolled out with a “our PMs need a better tool so please comply” instead of “hey, we bought this AWESOME tech and you will love it and here is why” If you end users are not adopting the tech well, your PMS will suffer Capacity to do it - means great training. Not documentation. I had someone ask me for a users manual one time. That isn’t a think. So please, invest time in training. Make sure people are ready when you begin pushing tasks their way. Frank or Chris, anything to add?
- Patrick Rohlfsen: I see most integrations and implementations fail when people don’t do a good enough discovery. The software procurement cycle often starts in one place and then implementation happens in another. In most companies, people vetting and buying the software are not the ones using it. So, when I see clients lean way into discovery, requirements gathering, kickoff, communications. Those close succeed. Also, understaffing is a huge issue. It is a misnomer that a single IT person can successfully launch software for 100 people. Especially project or work management. Their needs to be a cohort or team of somekind Frank or Chris, anything to add?
- Chris Hare: In terms of a PM platform or technology, those that will be successful in supporting hybrid or fully remote settings really need to have: A centralized hub for work processes, as many of us live in too many solutions and disparate systems, as we saw from the Citrix and Pulse survey: almost half of people surveyed use 11-15 different systems and more than half reported that this is also a major source of frustration, so needless to say, we need to reduce the amount of noise and technology context switching, as much as possible. We also need a means for everyone to easily collaborate and communicate – given our continually enduring-pandemic world, we are working much faster, and with the Citrix and Pulse survey noting that more than half of the workforce is expected to settle into hybrid, we need to continue to accommodate for this, as well as be agile and have a contingency plan in place for any scenario that may propel us back into another fully remote working situation. All in all – the ones that will be successful will be those that are secure, easy-to-use, and easy to configure. Frank and Patrick, anything to add? Patrick I am seeing more and more that the PMs are integrated into teams whether it being a stand alone administrative role. So I think tech will begin to reflect that. The software will be less of a database where everyone reports in and will become vastly more integrated into day-to-day I also think we are going to see a decline in some of our popular messaging services. I think they lose the context too much. You can tell because when things get super busy people just end up using them for gifs and happy birthdays. The pendulum then swings and everything becomes a meeting. I think communicating around the context will help us stay on top of things better. So, work based communication instead of channel based.
- *Moderator to ask questions Seed Questions How do you measure/what are key indicators of success in technology deployments? What are your recommendations for how to conduct an audit on your current tools and how they meet your teams’ project management needs? Chris Hare: I would start by creating a list of comparative criteria, and filling it out with what your current tools offer, and pit them against a short-list of tools you have aspirations towards adopting. Some company feature data as part of this list can include things like competitive differentiators, who their biggest clients or customer are, or who their clients are who may be in a similar industry as you, vendor estimates, location of account managers, their data ownership agreement, their off-hours support contact, etc. You will also want to track solution feature requirements, in terms of a breakdown gap analysis of features and functionality. Finally, once you have your current and proposed tool data codified, you may want to refine your aspirational list more by requesting demos and including your key decision makers on them, so you pare down your short-list further. If all things end up being equal among your choices, the final criteria may come down to cost and adoption willingness – and that is very individual and specific to your organizational portfolio, as well as your culture. Addressing the human-element of deploying technology, how do you create buy-in among team members and have high usage of tools? Chris Hare: As you heard earlier, lack of engagement was the number 1 reported risk that organizations are experiencing right now, and buy-in is a sort of “change imposed is a change opposed” way of thinking - I would first suggest a mindset shift from thinking of it as a “buy-in” to instead “engagement”: “How can I engage with my team members and have a high usage of tools?” Next, regardless of whether you have a low or high change-averse culture, my advice is the same: Start by involving the invested team members from the very beginning, and keep them engaged consistently throughout your adoption. The more you have members engaged, and are actively part of your decision-making process, the more they will be invested in and motivated to use your chosen technology, and the more they will help advocate and socialize it. This is also key if you are managing up – because they are the ones who will be signing off on cost and other contractual obligations. Another crucial key to success is to make sure you lead by example – so, for instance, if you are using a new project management solution for the first time, but you find conversations are still happening in Slack – don’t take the bait – be the one to continue the conversation in the new solution, rather than falling back on old habits. What are your top recommendations on how to align PM technology investments to the long-term strategy of your organization? What are best practices for phasing out legacy technology for modern project management solutions?