Why Program Management is Essential for IT Projects
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Semelhante a Why Program Management is Essential for IT Projects
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Why Program Management is Essential for IT Projects
- 1. 1 Why Program Management is Essential for IT Projects Brad Bigelow Supreme Headquarters Allied Powers Europe (NATO)
- 2. 2 The Mandatory Bloom’s Taxonomy Slide After this session, you will be able to: • Remember the "IT" stands for "Inevitable Trouble" • Understand that failure is a popular option • Apply pressure to bleeding projects • Analyze the sanity of IT project managers • Evaluate the odds that users will reject a new IT system • Create support for taking a program management approach to IT projects
- 3. 3 A Short History of Information Technology Projects EM2015 CPX02
- 4. 4 1975
- 5. 5 1975 “… we seem to have ignored the fact that almost all information systems exist within the context of an organization.”
- 6. 6 2010
- 7. 7 2010 “So Why Do New Systems Fail? “Many people ask me that question. “The short answer is ‘people.’”
- 8. 8 Why Would Anyone Start an IT Project?
- 9. 9 5 Leading Reasons to Cancel an IT Project (according to ISACA) The organizational needs changed. The project did not deliver as expected. The project was no longer an organizational priority. The project exceeded its budget. The project did not support the organizational strategy.
- 10. 10 A Simple Illustration Business as Usual New Business as Usual
- 11. 11 Business as Usual New Business as Usual Project Failure
- 12. 12 Business as Usual New Business as Usual Project Failure
- 13. 13 Business as Usual New Business as Usual Project Failure
- 15. 15 Organizational Context Information Technology Elements Customized Business Applications Enterprise-wide COTS Applications Core Enterprise Service Applications Operating Systems Processing and Storage Systems Network Services InformationSecurity ServiceManagement
- 16. 16 Organizational Context Scope of IT Projects Customized Business Applications Enterprise-wide COTS Applications Core Enterprise Service Applications Operating Systems Processing and Storage Systems Network Services InformationSecurity ServiceManagement Custom Development
- 17. 17 Organizational Context Scope of IT Projects Customized Business Applications Enterprise-wide COTS Applications Core Enterprise Service Applications Operating Systems Processing and Storage Systems Network Services InformationSecurity ServiceManagement Custom Development ERP or Database
- 18. 18 Organizational Context Scope of IT Projects Customized Business Applications Enterprise-wide COTS Applications Core Enterprise Service Applications Operating Systems Processing and Storage Systems Network Services InformationSecurity ServiceManagement Custom Development Database Engine Portal Reports/Forms
- 19. 19 Organizational Context Scope of IT Projects Customized Business Applications Enterprise-wide COTS Applications Core Enterprise Service Applications Operating Systems Processing and Storage Systems Network Services InformationSecurity ServiceManagement Upgrading IT Infrastructure
- 20. 20 Organizational Context Scope of IT Projects Customized Business Applications Enterprise-wide COTS Applications Core Enterprise Service Applications Operating Systems Processing and Storage Systems Network Services InformationSecurity ServiceManagement Establishing a Data Center
- 21. 21 Organizational Context Scope of IT Projects Customized Business Applications Enterprise-wide COTS Applications Core Enterprise Service Applications Operating Systems Processing and Storage Systems Network Services InformationSecurity ServiceManagement Equipping a New Facility
- 22. 22 Organizational Context Scope of IT Projects Customized Business Applications Enterprise-wide COTS Applications Core Enterprise Service Applications (e.g., Portals) Operating Systems Processing and Storage Systems Network Services InformationSecurity ServiceManagement Equipping a New Facility Establishing a Data Centre Upgrading IT Infrastructure Custom Development Database Engine Portal Reports/Forms Custom Development ERP or Database They All Involve Constant Engagement with the Organizational Context
- 23. 23 IT Projects have lots of interfaces Project ABC Customized Business Applications Enterprise-wide COTS Applications Core Enterprise Service Applications Operating Systems Processing and Storage Systems Network Services Information Security Service Management
- 24. 24 Interfaces = Interdependencies Project ABC Customized Business Applications Enterprise-wide COTS Applications Core Enterprise Service Applications Operating Systems Processing and Storage Systems Network Services Information Security Service Management
- 25. 25 A Project Manager should establish a bi-lateral control mechanism at every point where the project: – Depends on an input from another project – Provides an output to another project Interdependency: the Theory
- 26. 26 Interdependency: The Reality Project Managers HATE Interdependencies
- 27. 27 Why? Interdependencies are sources of: –Schedule slips –Cost increases –Scope creep –Uncontrolled risks –Technical complications
- 28. 28 But—How Many Projects Deliver Value If … Project ABC Customized Business Applications … they deliver products that are not interoperable with other custom applications?
- 29. 29 But—How Many Projects Deliver Value If … Project ABC Core Enterprise Service Applications … they deliver products that are not integrated with Core Enterprise Applications?
- 30. 30 But—How Many Projects Deliver Value If … Project ABC Operating Systems Processing and Storage Systems Network Services … they require non-standard operating systems, hardware or connectivity?
- 31. 31 But—How Many Projects Deliver Value If … Project ABC Enterprise-wide COTS Applications … they don’t work with standard enterprise-wide COTS products?
- 32. 32 But—How Many Projects Deliver Value If … Project ABC Information Security … they create security vulnerabilities?
- 33. 33 But—How Many Projects Deliver Value If … Project ABC Service Management … they require specialized management tools or skills the organization doesn’t have?
- 34. 34 The Things that Create Interdependencies COST RISK DELAY RISK DELAY COST
- 35. 35 The Things that Create Interdependencies … Are Often the Things that Add Value
- 36. 36 IT Projects: Why Conventional Project Management Doesn’t Work
- 37. 37 Change is Always Disruptive Project Old Business as Usual New Business as Usual
- 38. 38 Projects will Always Encounter Resistance Project Old Business as Usual New Business as Usual LegacyCapabilities
- 39. 39 The Added Challenges of IT Projects Project Old Business as Usual New Business as Usual LegacyCapabilities
- 40. 40 And the biggest challenge of all …
- 42. 42 The only reason God could create the world in six days . . .
- 43. 43 ... is because he didn’t have to be backwards compatible.
- 44. 44 IT Projects In a Nutshell Each IT Project delivers a piece of a jigsaw puzzle But the other pieces are changing at the same time!
- 47. 47 Scope Change = Deviation from the Plan Change? Conventional Project Management
- 48. 48 Rationale for Change Unsound Sound
- 49. 49 Ready, Fire, Aim start end What we think project success looks like start end What it REALLY looks like
- 50. 50 You Don’t Need Program Management If You Only Have One Project
- 51. 51 However ….
- 52. 52 Many organizations are juggling dozens of IT projects at the same time 5214/05/2015NATO UNCLASSIFIED
- 53. 53 Imagine this happening with multiple projects underway at the same time … start endstart end start end start end start end start end start endstart end start endstart end start end
- 54. 54 Why Program Management is Essential: The Theory
- 55. 55 Program Management: The Theory “Program management focuses on project interdependencies and helps to determine the optimal approach for managing and realizing the desired benefits.”
- 56. 56 Program Management: The Theory Program Management Aligns: • Organizational Strategy • Projects • Business as Usual
- 57. 57 A Simple Illustration Business as Usual New Business as Usual
- 58. 58 Program Management: The Theory Program Management Focuses on: • Outcomes • Strategic Concerns While providing projects with the freedom to focus on delivery of outputs
- 59. 59 And the Theory Behind the Theory: Adapted from Geoffrey Vickers’ and Peter Checkland’s Model of an Appreciative System
- 60. 60 Why Program Management is Essential: In Practice
- 61. 61 Program Management and Integration Capability (PMIC) • Started in 2007 to address problems identified with numerous NATO IT projects: – Stove-piped implementations – Duplicated solutions – Incompatible interfaces – No mechanism to ensure coherence across projects – High percentage of projects with major delays and cost increases
- 62. 62 PMIC Functions • Program Governance • Change Management • Communications Management • Risk Management • Schedule Management • Cost Management • Configuration Management • Quality Management • Security Management • Systems Integration • Architecture Management • Requirements Management • Test Management • Verification & Validation • Transition Management • Capability Improvement An IT Program involves both management and technical functions
- 63. 63 PMIC Framework Functions Governance Change Mgmt Requirements Mgmt Configuration Mgmt Schedule Mgmt Cost/Risk Mgmt Quality Mgmt Architecture Mgmt V &V Process Improvement Project Start-up Project Intiation Project Execution Project Closure Programme Management ContinuousProcesses Program Management Processes Lessons Learned Project Brief Project Management Processes Communications Mgmt Systems Integration Transition Mgmt Reports, Guidance Health Checks
- 64. 64 Change Management is Key Project Manager Project Manager Project Manager Project Manager Project Manager Project Manager Change Issue Change Issue Change Issue Change Change Change Issue Change Without centralized change control, inter-project change becomes unmanageable
- 65. 65 Key Element: Change Management Program Project A Project B New Project Program Change Management Issue Assessment Program Manager Project Issue Change Direction Baseline Change Other Programs Interface Change Industry Business Units Technology Change Project Mandate Project Creation O&M Partners Interoperability Change Support Change
- 66. 66 Interface Management without a Program Project B Project C Project D Infrastructure Security Services Core Enterprise Services Portals Service Mgmt Business Apps
- 67. 67 IT Program Scope Interface Management with a Program Project B Service Mgmt Infrastructure Directory Services Security Services Core Enterprise Services Portals Project DProject C Interfaces, Specifications, Standards, Development and Test Support Requirements
- 68. 68 Key Element: Requirements Management Many requirements— particularly non- functional requirements—are common across all the projects in an IT program Project D Project B Project F Project E Project A Project C Program-wide Requirements
- 69. 69 Key Element: Configuration Management Production BaselineDevelopment BaselineFunctional Baseline Plan Authorization Solicitation Design Review System Acceptance Test Proposed High-Level Target Architecture Approved High-Level Target Architecture Detailed Target Architecture Updated Detailed Target Architecture Updated Detailed Target Architecture Architecture Management Program Configuration Management System Outline Target Architecture Project Brief Final Detailed Target Architecture Project Closure Integration Testbed Virtual Testing Accessible by Developers Program configuration management
- 70. 70 In Conclusion
- 71. 71 IT Program Management 101 IT Projects deliver the pieces The Program makes sure they fit
- 72. 72 The result can be a masterpiece.
- 73. 73 Brad Bigelow brad.bigelow@shape.nato.int +32 44 65 3434 Contact Information
Notas do Editor
- Please add your notes here
- Let’s take a short look at the history of IT projects
- As far back as 40 years ago, the problems of IT and IT projects were already being noted.
- And what was noted was the disconnect between IT and the people and organization it was intended to support
- Fast-forward 35 years, and the problems are still being written about.
- And the disconnect remains the same: between IT and the people and organization it’s intended to support.
- It doesn’t take much to find a wealth of case studies and surveys that show that a high percentage of IT projects fail.
- According to a survey conducted by ISACA in 2008, these are the five leading reasons that IT projects fail.
- Let’s illustrate what this means in simple terms. If we agree that a project is a mechanism for delivering change, then a successful project would be aligned with the organization’s strategy and take the organization to the level “business as usual” intended to implement that strategy.
- A failed project, then, fails because, for whatever reason, it proves not to be aligned with the organization’s strategy, or …
- Because it’s not aligned with business as usual and fails to initiate the desired transition, or …
- Because it fails to produce the expected results.
- If we accept this simple model of a project, let’s take a moment to review the basics of what a typical IT project involves.
- This diagram illustrates the major elements of an IT system. There are many different versions of this diagram, but you can find these same elements in almost every organization’s IT infrastructure.
- An IT project, as shown here, might involve development of a new business application using custom-designed software.
- It might involve a mix of custom development and implementation of a Commercial-off-the-Shelf (COTS) application such as an Enterprise Resource Program or Database.
- It might also involve implementing specialized reports or interfaces to the organization’s web portal.
- It might involve upgrade the IT infrastructure—the servers and storage systems—to a new generation of equipment or a new technology such as virtualization.
- It could involve a major effort affecting network systems as well, such as establishment of a new data center
- Or it could involve every aspect of IT, such as equipping a whole new facility and set of business functions.
- Whatever the scope, all IT projects also involve constant engagement with the organizational context—the main source of the problems noted by Lucas as far back as 1975.
- Another unique aspect of IT projects is the fact that they are typically rich in interfaces.
- The number and complexity of IT project interfaces, when seen from the project manager’s perspective, are prime sources of interdependencies.
- In theory, a good project manager will identify where there are interfaces with other projects and activities and establish appropriate control mechanisms to keep track of them.
- Unfortunately, in reality, project manager hate interdependencies and try to minimize them wherever possible.
- Why? Because of all the undesirable effects that can be introduced through these interdependencies.
- Here we come to another problem with IT projects. Here are a few examples of the dangers of not being prepared to manage a complex set of interfaces and interdependencies.
- While a project manager may dislike interfaces as sources of interdependencies and try to minimize them, these are often essential to the ultimate benefits to be achieved from the project.
- Which is why conventional project management is not well-suited to deal with the challenges and unique nature of IT projects.
- Project management in general is a disruptive activity.
- No matter what the scope of the project or the nature of the change it will deliver, there will be numerous sources of resistance that the project manager will have to overcome.
- In the case of IT projects, these perennial problems are further complicated by unique factors such as the frequent pace of change in technology, the significant increases in complexity with the proliferation of new capabilities such as mobile computing while legacy infrastructures are also being maintained.
- In a nutshell, the unique challenge of IT projects is to deliver an effective set of outputs when many of the other elements of the organization and its IT infrastructure are undergoing numerous changes themselves.
- Now, in crudest form, conventional project management involves developing a plan for delivering the required outputs, and then having the project manager oversee the execution of that plan.
- And while change management is considered an essential part of conventional project management …
- In reality, there is a presumption that changes to the plan are deviations, and hence undesirable. The mechanisms for change control implemented in a typical project become barriers to change, not enablers to change.
- What is rarely stated, even in texts such as the PMBOK, is that the rationale for the change will often need to override any of the project’s own resistance to accommodate the change. Very often, the change is due to external factors that have strong justification and need to be embraced, rather than opposed.
- There is often a simplistic view—particularly on the part of project stakeholders—that ignores the fact of continual adaptation and replanning and revision of expected outcomes. This is a big reason why the Agile, adaptive approach to planning and execution has been adopted by so many IT projects.
- Now, I want to caveat the rest of this presentation by saying that if you only have one IT project underway, you don’t need program management, because the interdependencies are only at a first order of complexity.
- However, having agile, adaptive IT projects is not inherently a good thing …
- The fact is that most mid-to-large size organizations will have dozens of IT projects underway at the same time.
- Now imagine if all of these projects are agile, adaptive—and rich with interdependencies. You can quickly see how unmanageable this level of complexity can become.
- This is where program management becomes an essential enabler. Let’s take a moment to review the basic theory and principles of program management.
- Even though it’s a guide to project management practices, the PMBOK recognizes the role of program management in dealing with the planning, execution and control of multiple projects.
- A leading guide to program management, Managing Successful Programmes, emphasizes that program management focuses on aligning organizational strategy, projects, and business as usual.
- Remember the simple illustration from the beginning of this talk? Here we see how, applying this principle, program management is a mechanism to align the work of multiple projects with organizational strategy and business as usual.
- Finally, if we look to the PMI’s own Standard for Program Management, we see the complementary nature of program and project management.
- So much for the theory. How does this work in practice? To answer that, I want to look at how we have applied program management to deal with the challenges of IT project management in NATO.
- The PMIC is a program management capability that was established in 2007 to address numerous problems with NATO IT projects that are similar to those found with other IT projects through many case studies and surveys.
- A key aspect of PMIC was the fact that it combined both management and technical functions. This is because many of the issues faced by IT projects involve synergies between technical and management concerns. Looking at only one dimension cannot provide an effective mechanism for coordination, planning and control across multiple projects.
- Based on a study of best practices, we established a framework of processes that linked each PMIC function to a set of project-level activities across the full lifecycle of a project.
- As noted earlier, when dealing with multiple projects, change management quickly becomes uncontrollable if it has to be addressed solely at the project level.
- Program-level change management was at the heart of the PMIC framework. We established a program change management function that took on the main responsibility for monitoring external and internal sources of change, of assessing those changes, and of managing how they were dealt with at the project level. This took a major burden of monitoring and change management off the individual PMs.
- One of the simplest ways in which program management can be an enabler to effective IT projects is through its support to interface management. As already shown, the number and complexity of interfaces is one of the special challenges faced by many IT projects.
- With the support of the PMIC, however, we hugely simplified the task of project interface management, consolidating the documentation and control of all interface specifications so that PMs simply had to deal with one process of coordination.
- Another key element was program-level requirements management. We quickly realized that there were many requirements that were common across multiple projects and, therefore, better managed centrally by the program to ensure consistency and effective requirements change management.
- A final key element that also combined management and technical aspects was configuration management. The program-managed configuration management processes and capabilities ensured that integration could be enabled through a common repository of baselines, including elements running live in a testbed to support local and distributed development and testing.
- We’ve now looked at the unique challenges of IT project, seen how conventional project management is ill-suited to deal with them, and looked at the advantages of coordination through the use of program management—in both management and technical dimensions.
- So, to sum up my message in one slide, IT program management is an essential enabler to effective IT project management: allowing the projects to focus on their specific deliverables while ensuring they remain aligned with organizational strategy, a changing set of IT infrastructure and business processes, and the ongoing business as usual.
- And if it’s done right, the results can be amazing.
- Please add your notes here