getting management buy in your top 7 actions

Getting Management Buy-In

for your IT projects in times of recession

to achieve real business buy-in...

Andrew Liberale

15 April 2009Sydney, Australia

YOUR TOP 7 ACTIONS …

What Level would you like to play?

Engagement Levelo Prepared to achieve buy-in from your sponsoro Signs of Life – but not sureo Deadish

Geek Levelo Plain Englisho System Specific Acronyms (ERP, CRM, BPM, SDM…)o Acronyms, Jargon and Industry Lingo

Presentero Politeo Mildly Interestingo Providing Maximum Value

Skills Bonus: Is this for this presentation… or for you to your sponsor?

Presentation Configuration

“Organisations that concentrate on the technological aspects… and ignore the "softer" components of implementation often fail. ACR is about people, not just technology, and organisations that ignore the people side run a significant risk of project failure.” Gartner

“ACR is a business project, not an IT exercise. Enterprises that do not understand this are likely to experience ACR project failure. ACR implementations are inherently risky…” Gartner

Re: Key Factors for Successful Implementations…

“Businesses should not lose sight of the fact that an ACR system fundamentally affects the way they operate. As a result, IT should not have sole responsibility for the project. Executive business management buy-in or sponsorship of the project reinforces its importance to middle management and staff. Executive management leadership and direction is a recurrent theme in companies that have successfully implemented ACR.” Gartner

Definition: Buy-in…

Q. What exactly is our outcome when we ask management for their buy-in?• Budget/Funding?• A Steering Committee Member?• An advocate?• A CxO level risk mitigation?• Resource commitment?• Prioritisation?• Regular reporting point?• Accountability?• CxO level representation?• Decision Making & Escalation?• Sign-off?• Business Adoption?

Write down 1 management/sponsor buy-in problem that, if you solved it today, would make this whole conference worthwhile…

Write down any other business projects that you know need management buy-in right now, or in the near future…

Write down a score of 1-10 for each, representing the likelihood that you will achieve management buy-in to your schedule & budget…

Do you want to know how to make these a 10?What difference will it make to your ability to deliver?

Actions…

Turning Corporate Strategy into Effective Delivery through...

• Vendor Contract & Commercial Management• Project/Program Delivery• Relationships & Human Potential• Executive Coaching, Mentoring, Group Facilitation, Training• Strategy Development • Team Leadership• Keynote Speaking, Public Speaking• Internet Marketing / Digital Advertising Strategy

Professional & Personal Accreditations• BA Degree Computing & Project Management• NLP Master Practitioner & Trainer• Business Improvement Specialist• Executive Coach & Performance Consultant• Professional Speaker & Presenter • Live Trainer for individuals, consultants and teams• Eriksonian Hypnosis• Voice Dialogue Practitioner, Relationship Dynamics • Certificate IV Workplace Assessment & Training

Pfizer

Microsoft

EDS

IBM

Commonwealth Bank

QBE Insurance

Tower Insurance Group

AAPT

TCNZ

Telstra

Optus

IAG

Caltex

Integral Energy

SOCOG

Barclays BZW

Sony Broadcast

Greenpeace

ATO

Working with some of the world’s largest and most successful companies…

Andrew Liberale.com

Results for Management…

Q. An industry leading company investigates ACR since 2001 and engages you in Oct 2007 to 1. Put together the management proposal with technical options & costs2. Achieve management buy-in to scope, schedule & budget3. Put together the project team4. Deliver Version 1.0 of the new system into production

1. Oct 1 to Dec 12 (10 weeks)2. Achieve management buy-in to scope, schedule & budget (Dec 16) (1

week)3. Put together the project team (Jan 4 – Feb 1)(4 weeks)4. Deliver Version 1.0 of the new system into production (Feb 4 – 30

June) 20 Weeks5. Acknowledged by the Global Vendor as a ‘Best Practice’ solution 6. First industry company in Australia and South East Asia to launch

ACR7. Only second enterprise company in Australia to deploy ACR8. The development and deployment involved 15+ teams and over 70

people.Skills Bonus: The global vendor asked me how we did it, and paid for a case study.

“Organisations that concentrate on the technological aspects… and ignore the "softer" components of implementation often fail. ACR is about people, not just technology, and organisations that ignore the people side run a significant risk of project failure.” Gartner 60% of projects for this ACR fail“ACR is a business project, not an IT exercise. Enterprises that do not understand this are likely to experience ACR project failure. ACR implementations are inherently risky…” Gartner 1 Specific ………………………… was identified

Re: Key Factors for Successful Implementations…

“Businesses should not lose sight of the fact that an ACR system fundamentally affects the way they operate. As a result, IT should not have sole responsibility for the project. Executive business management buy-in or sponsorship of the project reinforces its importance to middle management and staff. Executive management leadership and direction is a recurrent theme in companies that have successfully implemented ACR.” GartnerThis ACR was delivered across 2 Business and 3 IT groups

Would you like to know how?

How much is this information worth to your company?

The keys to Management Buy-In…

1. Manage your Management Buy-In• A dedicated resource is required to achieve the necessary

level of buy-in to set a project up for success

Project5-10%Risk

Outside Project90-95% Risk

Skills Bonus: If you do not have a skilled resource in-house then outsource


Skills Bonus: Match Accountability & Capability

2. Identify your key people

Committed

Un-Committed

Competent In-Competent

A

Education / Training

Intrinsic Motivation

0100

0

100

B

C D

W35% T15%

W25% T55%

W30% T20%

W10% T10%

W (Work) Vs T (Time Spent with them)


Skills Bonus: Don’t work with need, Work with commitment & results…

3. Assign a single business ‘Owner’ of the system.• The Owner is accountable for the system• The Owner can therefore act as the single point of contact for all

‘buy-in’ activities• Budget/Funding?• A Steering Committee Member? - NO• An advocate?• A CxO level risk mitigation?• Resource commitment?• Prioritisation?• Regular reporting point?• Accountability?• CxO level representation?• Decision Making & Escalation?• Sign-off?• Business Adoption?

• The Owner can then drive capability delivery from other teams • The Owner is presented with the proposed scope, schedule and

budget


Skills Bonus: Do the estimates thoroughly…measure twice, cut once

4. Follow the money, and get it signed off• Who delivers the different components• Who pays/resources for the different components• Work with the owner to have the money / resources

assigned


Skills Bonus: Management can only manage what they can see

5. Inform them through a system• Keep the project On schedule, On budget• No surprises• Escalate Risks early• Have a system


Skills Bonus: Make the outcomes measurable in terms of the business strategy

6. Measure the Return on Investment – Before & After• What is the result in measurable business terms?• What is the proposed ROI?• What is the actual ROI?

• The reduction in staff effort is 7,400 hours which equates to $500,000 in FTE value or 33% of current staff effort

• The Immediate availability of ACR data vastly improving decision making capability expected to drive an estimated $500,000 increase in earnings in the next financial year.


Skills Bonus: Building confidence through success makes management buy-in low risk

7. Leverage success• Success breeds success• Everyone wins• Leverage from the new system• Leverage from the business outcomes• Leverage from other successes

In Summary…

1. Manage your Management Buy-In

2. Identify your key people

3. Assign a single business ‘Owner’ of the system

4. Follow the money, and get it signed-off

5. Inform them through a system

6. Measure the Return on Investment – Before & After

7. Leverage success

www.AndrewLiberale.com

Your management/sponsor buy-in problem, what is your next best step?

Your other business projects, what is the most effective thing to do for each?

What are your scores now for achieving management buy-in?

Follow-Up Actions…

www.AndrewLiberale.com

Thank You