IBM - The 7 Keys to Success - MoMoDar

MoMoDar – Managing e-Government Projects with
“The Seven Keys for Success”

David Sawe
Country General Manager – IBM Tanzania Ltd.
5th November 2012

© 2012 IBM Corporation

The Seven Keys to Success™

Altering the course of history for e-Government projects

“You live your life forwards but understand it backwards”

© Copyright IBM Corporation 2012

2 The Seven Keys to Success | PowerPoint | 05 November 2012 |

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3 The Seven Keys to Success | PowerPoint | 05 November 2012 | © Copyright IBM Corporation 2002

You must communicate at the board-room’s level…

“Hit me over the head!”
– Top Executive

…by using the board-room’s language.


1. Stakeholders are committed
Unhealthy Signs
No executive sponsor visible
People sabotaging efforts
Resistance to new ideas
No “experts” available

Healthy Signs
Executive incentives tied to
project results
Investments in change
management and training
Stakeholder resources dedicated
as planned
Subject matter experts dedicated
full-time

1. Stakeholders are committed

Stakeholder management plan is fully implemented and
maintained
The right sponsor is appropriately engaged and funded
Regular Steering Committee meetings are being held, decision
and actions are being taken in a timely fashion and are effective
All appropriate stakeholder groups are effectively represented and
engaged


2. Business benefits are realized

Unhealthy Signs
“Why are we doing this?”
Time is not important
Cost is too important

Healthy Signs
A compelling reason to implement
The solution doesn’t have to be
fancy
The “Before/After” difference can
be readily measured


2. Business benefits are realized

The business case is clearly and convincingly articulated
The solution will appropriately support the desired outcomes and
costs
The quality of work products is appropriate
Benefits tracking is ongoing and meaningful


3. Work and schedule are predictable

Unhealthy Signs
Can’t describe what finished means
Uncontrolled — poor plans, controls,
tracking mechanisms
Slippage comes as a surprise

Healthy Signs
Everyone gives the same definition
of finished
Good evidence of control
Slippage, when it happens, is
predicted


3. Work and schedule are predictable

Project plan is accepted and maintained
Interim and final milestones, as well as deliverable acceptance
criteria and roles are all accepted
Approach is appropriate, adequate, followed, and all resources
have been scheduled
There is confidence in the progress report's accuracy and
estimates to completion


4. Scope is realistic and managed

Unhealthy Signs
“Issue” is a bad word
Not clear how the project’s scope
is defined
Confusion over scope document’s
versions and updates

Healthy Signs
Evidence of healthy negotiation
Lengthy issues log
Written agreements
Scope documents are compiled
and readily available


4. Scope is realistic and managed

Scope management plan is implemented
Organisational, system and geographic boundaries are
appropriately defined
Scope exclusions and assumptions are clear
Proposed / agreed changes to terms are apropriately reflected in
costs, schedules and responsibilities


5. Team is high performing

Unhealthy Signs
The tension can be felt
Turnover is high
Working conditions are poor

Healthy Signs
Morale is good
The team is diverse
High energy and enthusiasm for
the project


5. Team is high performing

Breadth, depth and caliber of Project Manager and team skill are
appropriate for all phases
Morale, motivation, energy, and collaboration across teams are
high
Encironment and facilities support productive and effective
teamwork
Roles and responsibilities are clear


6. Risks are mitigated

Unhealthy Signs
“What risks?”
All-or-nothing tactics

Healthy Signs
Documented plan
Test-it-first tactics
Regular and systematic probing
for risks
Risk and issue follow-up is taken
seriously


6. Risks are mitigated

Risk management plan is fully implemented, maintained, and
supported
Risks are proactively sought in meetings and discussions, and are
dutifully identified, documented and assigned for follow-up
Risk tracking and reporting are timely
Mitigations are effective


7. Delivery organization benefits are realized

Unhealthy Signs
Good staff are not available
Negative remarks about
performance

Healthy Signs
People feel they are learning
Willingness to invest in the project
Good press is being created


7. Delivery organization benefits are realized

The project will help the delivery organisation's reputation
The project will help financially; billing and collections are current
The project will help team members' careers
The project will contribute to the organisation's knowledge and
lessons learned.


What they need to know, what they need to decide
Example of a Monthly Board Room Agenda
Stakeholders are
Concern Recommended Action
Committed R
Business Benefits
No Concern
are Realised G
Work and Schedule Recommended Action
Concern
are Predictable Y
Team is High Concern Recommended Action
Performing Y
Scope is Realistic
G No Concern
and Managed
Risks are Mitigated Concern Recommended Action
Y
Deliv. Org. Benefits
Concern Recommended Action
are Realised R

Accelerating the acquisition of expertise through research

“You live your life forwards but
understand it backwards. ”

– Søren Aabye Kirkegaarde (1813-1855)
Danish Philosopher


Accelerating the acquisition of expertise through research

“Great understanding only comes when
very little of professional life remains.”

– Project Management Guru


7 Keys > Altering the course

Alter the course of e-Government’s history: the Seven Keys to Success

Stakeholders are
Committed R
Business Benefits
are Realized G
Work and Schedule
are Predictable Y
Team is High
Performing Y
Scope is Realistic
and Managed G
Risks are Mitigated
Y
Deliv. Org. Benefits
are Realized R


Thank you for your time and interest today!

For more information:

§ www.ibm.com
§ Search “Seven Keys to Success”

Contact:

§ David Sawe
§ +255 78 478 2175 / +255 75 478 2175
§ IBM-Tz Ltd, 7th Floor Amani Place, Ohio Street, Dar es Salaam
§ saweda@tz.ibm.com

© Copyright IBM Corporation 2002

IBM - The 7 Keys to Success - MoMoDar

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