cult of wasteful projects by järvenpää & kankare
DESCRIPTION
We keep reading headline stories of grand transformation programs, especially in the field of IT, that go horrificly wrong, and end up as embarrassing, incredibly expensive megafailures.Who is to blame? We all are. The anonymous, everyday underperformance that has become a new global standard in program management. How to fix it?TRANSCRIPT
Cult of Wasteful ProjectsTapio Järvenpää & Ilkka Kankare
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
IntroductionThe problemThe causeThe solutions
Contents
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
IntroductionThe problemThe causeThe solutions
Contents
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
UK National Health Service (NHS) National Programme for IT (2002 )
System abandoned - costs are still piling up
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
Conclusions of the UK Public Accounts Committee
http://www.publications.parliament.uk/pa/cm201314/cmselect/cmpubacc/294/29404.htm
There were also failures -to understand the complexity of the tasks, -to recognise the difficulties of persuading NHS trusts to take new systems that had been procured nationally, and -to get people to operate the systems effectively even when they were adopted.“
“Launched in 2002, the National Programme was designed to reform the way that the NHS in England uses information. The benefits include financial savings, efficiency gains and wider benefits to society …”
“…two-thirds of the £10.7 billion of total forecast benefits were still to be realised in March 2012.”
Shortcomings included - poor negotiating capability,
resulting in deals with - poor value for money- weak programme
management and oversight.
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
The 1st governance model of PALKO-program didn’t work. It took the program 4 years to figure out the model needed to be streamlined…
PALKO program reported here. All committees above it, plus those depicted on the other diagram,
were setting expectations to PALKO.Where is the project? It did not fit this
organizational diagram…
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
Project targets vs Line of Command targets (invisible resistance, inertia)
Here is your project.What are your chances to make a change in Rolling
Mills department?
Important project
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
The headline stories of major failures are the tip of an icebergThe real problem? The anonymous, everyday underperformance
Headline stories of megafailures
Why don’t we hear about these? Most programs manage to keep it private Most failures are not ugly/sexy/political enough Big programs failing is not news anymore
Bubbling under the surface,
the mass of megafailures
Why don’t we care about this? We live it everyday, consider it normal It’s the industry standard; risky to break We don’t want to see real, viable options
The makings of megafailures MASSIVE, ANONYMOUS, EVERYDAY
UNDER-PERFORMANCEmissing deadlines, budget overruns
poor value for moneyroutines, frustration, burnout
Huge overruns in time & money. Why? Exceptional challenges, show-stopper surprises Unique circumstances, extreme complexity Unimaginable unprofessionalism
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
The Religion of Moloch in Bertrand Russell’s “A Free Man's Worship” (1903)
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
IntroductionThe problemThe causeThe solutions
Contents
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
The cause? Our mistakes
Jekyll & Hyde
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
Spending lots of money in the beginning is like…
Licenses, hardware, tools ... So many things of everything and lots of them. Paid in advance compared to benefitting from project’s results. Like so many traditional ERP projects.
Let’s say you want to improve order-to-cash performance: less inventory, shorter throughput and better responsiveness to customer demand.And you start a traditional ERP Project.Do you see the paradox?
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
Change program communications are constantly neglectedEither it’s really bad, or there’s just not enough of it
WRONGmessage
timeaudience
mediaNO
interaction integration
innovationinspiration
interest
RESULT?confusion ignoranceresistance
And much more...criticism
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
Are you, your team, program or organization learning? Second loop learning through critical reassessment?
Second loop
First loop
Zero loop
REASSESS
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
Are you, your team, program or organization learning? Second loop learning through critical reassessment?
Second loop
First loop
Zero loop
REASSESS
most programs are stuck on
zero loop =
no learning happens
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
IntroductionThe problemThe causeThe solutions
Contents
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
R2O: 12 steps to better projects
steer
benefit
impact
simplify
be agile
reuse
interact
energize engage
self-assess
learn
oil
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
ReTHINK: Deliver benefits early
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
ReWORK: Turn communications into interaction
be RELEVANTintegrate innovate
inspired agents
RESULT? The organization turns intoactive subject of change
active audience
journeydialogue
be EXCITING
HOW? SoMeGamifyCollaborateAnd so on...
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
ORIENT: Invest in learning
The bigger the project the more there is to learn.
Apprentice – journeyman – master craftsman, a centuries old process of knowledge sharing. And it is still very useful because some people know how to do the stuff and some don’t - yet.
How’s the training program of your project? By when each of the apprentices should be able to advance and present their master pieces?
Veikö Moolok Vallan? Vapauta projektisi tuhlaajakultista | Tapio Järvenpää & Ilkka Kankare | 2013
Get in touch Find Moolok in media
Ilkka [email protected]@gmail.comTel: +358-50-337-9549
Tapio Järvenpää[email protected] Tel: +358 40 199 0836@Tapsa_Jpaa
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