21 May 2001 1 For BCS by Nadine Mouali

The IT Organization

Part II

21 May 2001 2 For BCS by Nadine Mouali

people methodology

and

IT Management is based on The Project Driven IT Organzation

21 May 2001 3 For BCS by Nadine Mouali

IT Ex

perts

Team

Le

aders

Manag

emen

tLe

aders

hip

0% Humanity

25 %

50 %

75 %

100 %

Danger

The Skills and Personality Dilemma

21 May 2001 4 For BCS by Nadine Mouali

I T Ex

perts

Team

Leade

rs

Managem

ent

Leade

rship

0% Humanity

25 %

50 %

75 %

100 %

Danger

“We are in an age that assumes the narrowing trends of specialization to be logical, natural, and desirable. Consequently, society expects all earnestly responsible communication to be brief. Advancing science has now discovered that all the known cases of biological extinction have been caused by overspecialization, whose concentration of only selected genes sacrifices general adaptability. Thus the specialist’s brief for pinpoint brevity is dubious. In the meantime, humanity has been deprived of comprehensive understanding. Specialization has bred feelings of isolation, futility, and confusion in individuals. It has also resulted in the individual’s leaving responsibility for thinking and social action to others. Specialization breeds biases that ultimately aggregate as international and ideological discord, which in turn leads to war.”

Buckminster Fuller, Synergetics

“A human being should be able to change a diaper, plan an invasion… design a building, balance accounts, comfort the dying, take orders, give orders, cooperate, act alone, solve equations, analyze a new problem, program a computer, fight, efficiently, die gallantly. Specialization is for insects.”

Robert A. Heinlein, The Notebooks of Lazarus Long

Need for New Type of IT profiles

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Turning Core Business Objectives and Values into IT Strategy

Culture Gap between IT and the Business

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Culture Gap between IT and the Business

IT Objectives Corporate Objectives

IT Professionals Business Professionals

IT Developers Users

Risks/Benefits

Lack of Knowledge

Struggle for Control

Turning Core Business Objectives and Values into IT Strategy

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What was needed is a methodology on all levels

Common Development Structure

Listening Methods for Better Quality of Information

ORID Method for Managing Creativity

Project Management Methodology

Turning Core Business Objectives and Values into IT Strategy

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Better Quality Information1. The “befuddling” process.

2. Barriers to listening

3. Clarifying question improve communication

Turning Core Business Objectives and Values into IT Strategy

21 May 2001 9 For BCS by Nadine Mouali

1. The “befuddling” process.

Concept

Documen

t

Original Idea

Concept

Docume

nt

Filters

Misinterpretation

Loss

and

/or

Lack

of D

etai

l

Subs

titut

ions

Add

ition

s

Concept

Documen

t

Add

ition

s

Type of distortions to Ideas

Final Idea

Turning Core Business Objectives and Values into IT Strategy

Better Quality Information

21 May 2001 10 For BCS by Nadine Mouali

Better Quality Information2. Barriers to listening

Filters:•Biases•Attention-Reception-Perception

•Hearing what we want to hear

•Myths

Emotional:•Hot Buttons•Buzz words

Physical:•Fidgeting•Tapping on desk•External noises•Fatigue, illness

Style of Listening:•The Faker•The Dependent Listener•The Interrupter•The Intellectual Listener•The Semantic Listener

Rebuttal

Advice

Giver Intellectu

al

Listener

Taking yo

u off

onto tangents

Interrupter

The Talker TalkingNegative Use of Time Lag Daydreaming

Internal + External DistractionsSpeaker’s Rate of Speech = Listener’s Rate of Processing

Turning Core Business Objectives and Values into IT Strategy

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2. Barriers to listening

Is this the right condition for managing creativity?Is this how business ideas are turned into an IT strategy?

Better Quality Information

Turning Core Business Objectives and Values into IT Strategy

21 May 2001 12 For BCS by Nadine Mouali

3. Clarifying questions improve communication

ORID method:

The orid method is a basic discussion method to engage people in productive dialogue it is the basis for:

•Collecting data and ideas•Giving out information•Discussing tough issues•Reflecting on important issues and events•Getting ready for problem solving•Effective decision making

Better Quality Information

Turning Core Business Objectives and Values into IT Strategy

21 May 2001 13 For BCS by Nadine Mouali

Better Quality Information

Turning Core Business Objectives and Values into IT Strategy

ORID Method

ObjectiveGetting the facts

Focus Attention

Questions begin with what people see, hear, touch, smell and taste

ReflectiveEmotions, Feelings, Associations

Questions illuminate people’s emotional responses

What they feel about sth, what angers, excites, intrigues or frightens

What past associations they have

InterpretiveValues, Meaning, Purpose

Questions highlight layers of meaning and purpose

The significance people attach to a subject

How they experience the idea or concept

DecisionalFuture Resolves

Questions allow individuals to decide their relationship and response to the topic and the discussion they had together

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Turning Core Business Objectives and Values into IT Strategy...

…Requires Softskills and Workshop methods, and...

“commercial” sense

planning

ability to motivate

leadership

communicationrisk management

negotiation

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The Future IT Project Manager

Discussion About a New Profile…the hybrid manager

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Signature

Thank You

Recommended Resources:

Strategy of the Dolphin, a book about winning elegantly by coping powerfully in a world of turbulent change, by Dudly Lynch and Paul Kordis, Arrow Books Limited, ISBN 009 9762102

Effective Listening Skills, by Dennis M. Kratz and Abby Robinson Kratz, McGraw Hill Business Skills Express Series, ISBN 078630 1228

For ORID discussion method and other workshop techniques: visit the Academy of Leadership at ICA in Brussels. You will find more information on WWW.ICAB.BE

Please send an e-mail and tell me what you think about this presentation toNadinemouali@compuserve.com