Why Things Go Awry
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It's not unusual for information management technology projects to go off the rails ... but the usual reasons they do may surprise you!
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Why Things Go Awry
- 1. © 2012 Holly Group All Rights Reserved. Why Things Go Awry (It’s Probably Not What You Think) Created & Presented by: Steve Weissman Holly Group www.hollygroup.com –– 617-383-4655 sweissman@hollygroup.com Twitter: @steveweissman LinkedIn: steveweissman also on Facebook and Google+ (the most reachable man in the world!)
- 2. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. A NASA Project That Crashed and Burned
- 3. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Yours probably isn’t NASA’s challenge was hardware
- 4. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. ckphoto/scibak Process Selection Change Management Leaving Value on the Table
- 5. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Sez Who? Sez Me! – Steve Weissman » Best practices consultant, industry analyst, and instructor » Creator/producer of the Certified Information Professional video tutorials and the only accredited CIP prep classroom course » Instructor for AIIM ECM, BPM Certificate classes » President, AIIM New England Chapter » Regular contributor to DOCUMENT, eBizQ, searchcontentmanagement.com, etc.
- 6. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. “It’s Psychology, Not Technology”
- 7. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Change Management = Parenting
- 8. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Getting People To Do Things They Don’t Want to Do But Know is Good for Them “Clean your room” “Put a coat on” “Manage your process?” “Eat your vegetables”
- 9. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. You Can Tell Them What to Do …
- 10. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Politics
- 11. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Baggage
- 12. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Religion
- 13. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. People Power
- 14. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Did You Know … More people now have a cell phone than a toothbrush! More tablets and smartphones are being sold today than PCs Customers expect to use a mobile device to interact with 1) us; 2) the information we provide; and 3) the processes that drive our businesses Source: http://www.digitallandfill.org/2012/04/mobile-computing.html
- 15. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. The ‘Consumerization’ of IT
- 16. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Old Dogs, New Tricks
- 17. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Old Dogs, New Tricks New ways to capture, work with, share, and consume information » From anywhere, on demand New levels of accessibility » Leveraging consumer devices (BYOD) New levels of usability » Better interfaces mean greater understanding
- 18. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Start Where You Can Do the Most Good
- 19. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Recipe for Success
- 20. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. There’s More to Value Than Fiscal Awareness
- 21. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Not Just Money, but Collaboration Too but process change and collaboration too Not just money,
- 22. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Working Better, and Working Better Together … and working better together” “Working better …
- 23. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. On the Road to MAXTV®
- 24. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Part 1: The Business Case Economics » Return on Investment » Tends to focus on a single point in time (payback) despite solution lifespans measured in years » Total Cost of Ownership » Suggests spending is finite even though expenses are incurred each and every year of service
- 25. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Part 1: The Business Case Economics Process Change » Greater efficiency, effectiveness » e.g., boosts employee morale and customer satisfaction » Opportunities to realize non-obvious savings » e.g., improved employee retention, early payment discounts
- 26. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Part 1: The Business Case Economics Process Change Collaboration » Less duplication of effort » Saves time, frustration » Better quality » Facilitates review, validation, correction » Reduces risk
- 27. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Part 1: The Business Case Economics Process Change Collaboration All three elements must be minded and measured over time in order to maximize value!
- 28. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Part 1: The Business Case Economics Process Change Collaboration All three elements must be minded and measured over time in order to maximize value! … as must the supporting technology
- 29. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Part 2: The Technology Case Four interconnected strands to be managed and optimized Medium Data Format Context © Holly Group All Rights Reserved.
- 30. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Part 2: The Technology Case Missing or poor data? No utility. Data © Holly Group All Rights Reserved.
- 31. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Part 2: The Technology Case Missing or poor data? No utility. Missing or wrong context? Not meaningful. Data Context © Holly Group All Rights Reserved.
- 32. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Part 2: The Technology Case Missing or poor data? No utility. Missing or wrong context? Not meaningful. Mismatched formats? Not shareable. Data Format Context © Holly Group All Rights Reserved.
- 33. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Part 2: The Technology Case Missing or poor data? No utility. Missing or wrong context? Not meaningful. Mismatched formats? Not shareable. Improper medium? Not receivable. Medium Data Format Context © Holly Group All Rights Reserved.
- 34. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Part 2: The Technology Case Decisions regarding one strand affect all the others. Medium Data Format Context © Holly Group All Rights Reserved.
- 35. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Part 2: The Technology Case Decisions regarding one strand affect all the others. All four strands thus must be continually well orchestrated in order to maximize value! Medium Data Format Context © Holly Group All Rights Reserved.
- 36. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Plan Ahead Image: jeffreygifford.com/wp-content/uploads/2011/12/Plan_Ahead-300x256.png
- 37. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Mind the Label
- 38. © 2012 Holly Group All Rights Reserved. © 2012 Holly Group All Rights Reserved. Email: sweissman@hollygroup.com Twitter: @steveweissman Facebook: steveweissman.11 LinkedIn: steveweissman Slideshare: steveweissman1 Weissman’s World: blog.hollygroup.com Thank You! Contact me any time to follow up: Steve Weissman Minister of Process & Information Betterment Holly Group 617-383-4655 www.hollygroup.com
Notas do Editor
- (Video)
- “It’s psychology, not technology”
- Politics Battles over control, budgets, and people can build barriers and stifle communication
- Baggage Existing infrastructure, technology, skill sets, and experiences can weigh heavily on creativity and innovation
- Religion Dogmatic commitment to a vendor, technology, or methodology can doom new ideas without so much as a hearing
- The ITization of the Consumer: Mobile and social media means connectivity from anywhere, with everyone Twitter, Foursquare, YouTube
- Did you know … More people now have a cell phone than a toothbrush More tablets and smartphones are being sold today than PCs Customers expect to use a mobile device to interact with 1) us; 2) the information we provide; and 3) the processes that drive our businesses
- ‘Cool’ now flows into organizations, not out from them - Smartphones (iPhone), tablets (iPad), recommendation engines (Yelp)
- From records-keeping to engagement From “knowledge is power” to “the SHARING of knowledge is power” New ways of getting work done
- Brings us to: picking the right processes!
- Start where you can get the most bang for your buck … and don’t try to do it all, all at once! Rig your choice for success … set the stage for your internal marketing … build expectations, create excitement
- Most attention focused on the technology when it’s the information that’s really important. Question: how do you put a value on information? By the impact of its mis- or less-than-optimum management.
- You May Be Implementing for Reasons of Cost or Compliance To meet new spending restrictions or to mitigate the financial risk of possible violation But Your Success Will Be Measured in Terms of Value To justify the time, money, and human resources you spend on information management
- We call it MaxTV® Methodology devised in 1998 based on original research into benefits of enterprise information systems
- With all this in mind, now you can start thinking about what you want to do and how you want to do it. The people part The process part The business value part This IS the work! Plus figuring out metrics to guide/govern/benchmark it all