paul ormonde-james, vodafone, masterclass a, presentation at chief data & analytics officer...

Paul Ormonde-James Copyright 2016

CYBERTREKING.COM By Paul Ormonde-James

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Paul Ormonde-James Copyright 2016 Strictly Private & Confidential - This presentation refers to the views of Paul Ormonde-James ONLY, and not any company he may be associated.

Master Class -Leadership in Analytics: Gaining Enterprise Wide Buy-in, Effective Team Management, and Fostering a Data Driven Culture

Navigating the Unknown

1


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Get to know each other…..

Name

Company

Industry

Why are you here?


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Facilitator – Paul Ormonde-James

Robotic & Control Engineering

Computer sciencesGyroscopic & 3 dimensional modelling

MBA – Finance & Strategy

Banking & Financial Services

Construction

Retail Health Industry

Leadership

Project Management Engagement Strategy Communication

Technology & innovation


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Masterclass B – Leadership in Analytics: Gaining Enterprise Wide Buy-in, Effective Team Management, and Fostering a Data Driven CultureAs the business potential of data analytics garners further C-level attention, the focus for those at the analytics helm necessarily requires a softer skill-set. With the right leader at the helm, data discovery by non-technical users can be encouraged, insights acted upon and a culture of creative analytical thinking embedded. This workshop will cover the essential elements of communicating the value, translating the complexity into business language and leading change from insight into action.Specific topics covered include:• Cultural Change - Learning to walk when everyone wants to run – convincing the business why the “basics” do matter and the breadth of how analytical insights adds value to your business• Changing behaviours – forget the technology, driving value from data is about people• Building an analytically driven enterprise – analysing the internal hunger for insight vs. the battle for enterprise wide acceptance• Strategies you can employ for promoting an analytically driven culture within your business• Deployment Discussing the difficulties of trying to prove value whilst managing expectations• Self servive & mobility Analytics proliferation throughout the business – approaches for embedding sophisticated analytics solutions in to front line services and tools that are engaging so managers and frontline employees will be eager to use them daily• Program & management Aligning your analytics strategy with business deliverables and proving incremental, long term value for sustained company wide support

Cultural

Change

Changing

Behaviours

Analytic

Driven

Enterprise

DeploymentSelf service

& MobilityProgram

Management


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Approach

I will not be doing all the talking, I need your experiences and insights so we all learn


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Why

Statistics are great things to admire, but do you believe them???


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The Journey

We must consider where on the journey we are, and where we wish to go. Note different departments may be on a different maturity.


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Note on Big Data

Small accurate data is much better than big random data


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Lineage….

Analytics is more than a

game of numbers.

Practionioners must

understand the whole

data lineage


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3P’s

PLATFORMS

PROCESS

PEOPLE

Cultural Change must address the

3 P’s to drive performance. The

three legged stool approach

Without trust there cannot be a relationship

Three legged stool, one short or missing the whole falls over


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Lineage….

PLATFORMS

PROCESS

PEOPLE

Platforms, process

and People interact

at all stages of the

lineage and must

integrate to be

successful.

Weakest link

approach.


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Who is making the decisions?

You cannot drive

change until you clearly

understand the

stakeholders and their

needs. This should

include the unwriiten

corporate rules and

politics to assure

success. You need a

supportive “white

Knight”

Do not fly blind


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Office Politics

Politics will undo the most successful plans. The only approach is to deliver quickly, adding value and of high visibility.


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Analysis is easy? So they say….

Understand the view of analytics and the role different people think it should play. Allows you to understand who you need to influence, friends, blockers and undecided.

Communication

Communication

Communication


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Your operating model – Devised by whom?

Operating model impacts culture and thus the analytic culture within an organisation. This must be understood so needed direction can be carefully planned, implemented and measured

Know where you

are before you

journey to where

you want to be


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Growth of data will change corporate culture.

Automation will underpin doing more with less. Analytic & Business Intelligence will drive the needed change. Expect continued growth, but static resources. Plan for this and drive it, or be driven.

Change or be changed.


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Understand the

maturity of

information,

governance,

process, &

architecture. Where

you are, where you

want to go and how

to get there.

Maturity in BI & analytics impacts cultural change & rate of adoption



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The C Suite



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What the C suite want is not so hard to deliver!

Deliver what is required and

support will come. Makes

sure the case for capital

investment give the returns

demanded by the

organisation. There is no

such thing as a “strategies”

project. Know the return &

access to capital becomes

more compelling. This what

you would do if it was your

money!

Think like an executive

or consult some that

can.


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Business Intelligence & analytics needs

Much research telling us

what everyone wants.

This is not your company.

Find out by asking. Does

seem there are themes

there, but how do you

make money from the

technology? It needs to be

about the competitive

advantage created.

Make sure your understand of a term is the same as the executive using it. Hint: it may be different

Source : TDWI


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A fool with a tool, is still a fool

Technology is an enabler. To

drive change you may need

enhanced systems & tools. This

will not necessarily drive the

cultural change you need. It will

be what you do to drive output.

People need skills &

training, plus must be full

time to meet demand


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Analyst Soft skills

Partnering with clients

Working with teams

Problem solving

Interviewing experts

Collecting data from groups

Communicating results

Soft Skills for analysts

Invest in People, the ROI is incredible

Softer skills give depth to

analytic teams and

assure the interface with

vendors and users can

achieve optimal results.

Invest.


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The problems

No surprise that decision making processes is a major source of complexity.


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Leadership, even if leaders cannot lead…..

Leadership is needed where management will just not do. But leadership takes experience, effort & skills, these must be developed.


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What have we learnt? ……

How to implement?

Working session



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What do we need to understand to change?



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Implementing change…..

How can this be

implemented?


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Levels of decisions


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Three Rules...29

OPEN & HONEST COMMUNICATION/INTERACTIONS

NEVER COMMIT TO DOING SOMETHING, AND NOT DELIVER

NO SURPRISES



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Maturity makes a difference



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TDWI maturity model


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TDWI maturity model – Data integration considerations


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TDWI Maturity Model – Local/Global considerations & impacts


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TDWI maturity model - The technology curve impacts


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Structure Potentials – Choices of structures for success


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Structure Challenges


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Structure benefits


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Investment relates to maturity!


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Why it cannot be a race…..

SPEED TO

CHANGE


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Analytics adoption is not just about analytics…..


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Another way at looking at it for executives


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What is it called and why…….DEFINITIONS ARE CRITICAL (meta data)

WHO ARE WE?

WHO KNOWS

THIS?


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Changing a culture

EVOLUTION

REVOLUTION

Pros’ vs Cons.

TIME


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How to implement?

Working session



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Why personal style matters



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How many are we talking about?


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Personality Types


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So what is you, and who do you deal with?

UNDERSTAND the difference in personality styles when COMMUNICATING with executives and analytic consumers. Weather by voice, dashboards, visualisations & presentations


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Internal pressure to be measured, monitored and controlled

Politics


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How to implement?

Working session



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SELF SERVICE BI



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Growing demand – Why?


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Self Service BI


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Is Self Service bi everything?


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Should be easy, but wait…..


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What do organisations actually say…..


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What do management see? …….


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Self Service Architecture


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How to implement?

Working session



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Program Management



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Which is the best way to deliver?


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PMBOK

• PMBOK is short for Project Management Body of Knowledge.

• Users of this system find that it has more substantial frameworks for contract management, scope management and other aspects which are arguably less robust in PRINCE2.

• However, many users of PMBOK find that they are not entirely happy with the way this system limits decision making solely to project managers, making it difficult for handing over aspects of the management to other parties and senior managers.

• With PMBOK, the project manager can seemingly become the primary decision maker, planner, problem solver, human resource manager and so on.

47 steps


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Simple Prince 2…..

Traditional approach when governance & legislative controls are needed


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Prince2……

• PRINCE2 stands for Projects in a Controlled Environment and this is a project management program that shares more of the functional and financial authority with senior management, not just the project manager.

• This program has a focus on aiding the project manager to oversee projects on behalf of an organisation's senior management.

• On the pros side, PRINCE2 provides a single standard approach to the management projects, which is why many government and global organisations prefer this option.

• It is also favoured because of its ease of use, which makes is easy to learn, even for those with limited experience.

• On the downside, there are users who feel that PRINCE2 misses the importance of “soft skills” that should be a focus for a project manager.


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Agile at a Glance…..


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Agile…..

• Agile is a more distinct program from PMBOK and PRINCE2.

• The Agile methodology is more flexible, making it better able to produce deliverables without the need for substantial changes and reworking.

• Tasks can be broken down into smaller stages and this allows for substantial risk reduction through earlier assessment, testing and analysis.

• The main drawback of Agile is that if it is not fully grasped, the methodology could lead to unattainable expectations

Note applying agile incorrectly makes the process FRAGILE!


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Project Delivery Summary

• If you're interested in comparing PMBOK vs PRINCE2 vs Agile and you're wondering about the pros and cons there are several answers.

• Each of these has it distinct differences.

• If you're project needs to be small and adaptable, then Agile may be the answer.

• If the project manager needs to be the sole decision maker, then PMBOK could be preferable and so on.

• Each project manager will form different opinions and they may even change their mind on which is best based upon changes from one project to the next.


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How to implement?

Working session


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Conclusion…..

There is no right answer, too many

variables

It is a journey

Communication, communication,

communication

Measure by talking

Change if you have to

Stakeholder support is paramount

Understand - WHY



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You can make a difference

Questions?

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paul ormonde-james, vodafone, masterclass a, presentation at chief data & analytics officer...

Data & Analytics