organizational readiness are we there yet?

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Organizational ReadinessAre we there yet?

presented by

Paul R. Astiz, MBA, PMP, CDP

July 24, 2014

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Introduction

Organizational Readiness is a critical success factor for Information Technology (IT) deployment projects. This is an area that is frequently overlooked and not formally managed by the Project Manager. Ensuring that an organization is “ready” to use, operate, manage, administer, and support an IT system prior to its deployment will result in a smoother transition to the new system. Organizations that are “ready” will more easily and promptly adopt the newly deployed system fully realizing its intended benefits. This presentation explores the idea of Organizational Readiness as it relates to IT system deployments and the importance of formally planning and managing it to ensure project success.

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What is wrong with this picture?

Success! On time, on budget, and meets requirements!

PMP

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Success!

On time, on budget, meets requirements, and ready to realize system benefits!!!

PMP

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Why Organizational Readiness?

• System may get rejected• Deployment may get

delayed• Adoption may be slow or

may failed• Benefits are not fully

realized or are delayed• Inefficiencies and waste• Additional costs• Stakeholders frustration• Political fallout

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Organizational Readiness

• Tangible business state of the impacted receiving organizations and other stakeholders

• Optimizes adoption, use, management, operation, administration, and support of the delivered IT system

• Identifiable and measurable business and organizational elements - We are ready!

• Achieved through actionable activities

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Non-Tangible States

• Non-Tangible• Political readiness• Cultural readiness• Psychological readiness

• Difficult to measure• Important and crucial to

project success• Focusing on tangible

business readiness brings about readiness in these non-tangible areas

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Business Impacts

• Governance/Policies• Organizational structure• Staffing• Budgets/Financials• Process/Procedures• Infrastructure/Assets• Legal/Contracts• Facilities/Space

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Impacted Stakeholders

• Direct Impact – Receiving Organizations– Use – Manage– Operate– Support – Administer

• Indirect Impact– Organizations supporting receiving

organizations– Legal/Contractual – Financial – Communication – Train– Other

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Readiness Management

CurrentBusiness

State

ReadyBusiness

State

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Is Readiness Management different than …?

• Change Management• Transformation Management• Transition Management

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Readiness – Who is Responsible?

• Receiving/Impacted Organizations

• IT/Delivery Organization• Project Manager

–Project success–Plan and coordinator

• Team effort ensures success

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Readiness Assurance Models

Ad Hoc

Grass Roots

PMO

Dedicated Office

Readiness Importance Awareness

IT O

rgan

izat

iona

l Com

mitm

ent

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Ad Hoc

• Low or no awareness by IT Organization of readiness importance to project success

• No organizational standards or any formal support structure or resources

• PM focuses on delivery• Readiness left to stakeholders• No holistic approach to managing

readiness• High risk of no fully realizing

project benefits

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Grass Roots

• Low or no awareness by IT Organization of readiness value and importance to project success

• Low or no commitment from IT organization to ensure readiness

• No organizational standards or any formal support structure to ensure readiness

• High awareness by PM of readiness importance to project success

• Proactive PM - Accepts ownership and plans and actively manages readiness

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PMO Model

• Medium to high level of awareness by IT Organization of readiness value to project success

• Low to medium/high level of commitment to ensure readiness

• Project Management Office• Sets policies/process/procedures• May sets standards/methodology• May provide tools• May provide training/coaching• May enforce standards• PM follows standards/methodology• Moderate complex organizations

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Dedicate Office Model

• High level of awareness by IT Organization of readiness value to project success

• High level of commitment to ensure readiness

• Dedicated Readiness Management Office

• Establishes standards and methodology

• Establishes policies/process/procedures

• Provides tools• Provides training/coaching• Provides resources• Enforcement• Large complex organizations

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Critical Success Factors

• Plan and Manage for Readiness

• Operational Model• Impact Assessment• Stakeholders

Commitment and Accountability

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Planning/Managing for Readiness

• Budget for readiness activities• Plan key activities

–Operational Model–Stakeholder

Communication and Engagement

– Impact Assessment–Addressing impacted areas

• Schedule –Timing – Activities and changes

• Monitor stakeholders’ progress

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Success!

• IT Project success is more than delivering on time, on budget, and meeting requirements

• Success is also ensuring that the ROI and other benefits that justified the business case for the IT Project are fully realized

• and Organizational Readiness is critical factor in achieving that