why program management is essential for it projects
TRANSCRIPT
1
Why Program Management is Essential
for IT Projects
Brad BigelowSupreme Headquarters Allied Powers Europe (NATO)
2
The Mandatory Bloom’s Taxonomy Slide
After this session, you will be able to:
• Remember the "IT" stands for "Inevitable Trouble"
• Understand that failure is a popular option
• Apply pressure to bleeding projects
• Analyze the sanity of IT project managers
• Evaluate the odds that users will reject a new IT system
• Create support for taking a program management approach to IT projects
3
A Short History of Information Technology Projects
EM2015 CPX02
4
1975
5
1975
“… we seem to have ignored the fact that almost all information systems exist within the context of an organization.”
6
2010
7
2010
“So Why Do New Systems Fail?
“Many people ask me that question.
“The short answer is ‘people.’”
8
Why Would Anyone Start an IT Project?
9
5 Leading Reasons to Cancel an IT Project (according to ISACA)
The organizational needs changed.
The project did not deliver as expected.
The project was no longer an organizational
priority.
The project exceeded its budget.
The project did not support the organizational
strategy.
10
A Simple Illustration
Organizational S
trategy
Business as Usual
New Business as Usual
Project
11
Organizational S
trategy
Business as Usual
New Business as Usual
Project
Project Failure
Not Aligned to
Strategy
12
Organizational S
trategy
Business as Usual
New Business as Usual
Project
Project Failure
Not Aligned to
Business
as Usual
13
Organizational S
trategy
Business as Usual
New Business as Usual
Project
Project Failure
Fails to Produce
Expected Results
14
IT Projects: The Basics
15
Organizational Context
Information Technology Elements
Customized Business Applications
Enterprise-wide COTS Applications
Core Enterprise Service Applications
Operating Systems
Processing and Storage Systems
Network Services
Info
rmat
ion
Sec
uri
ty
Ser
vice
Man
agem
ent
16
Organizational Context
Scope of IT Projects
Customized Business Applications
Enterprise-wide COTS Applications
Core Enterprise Service Applications
Operating Systems
Processing and Storage Systems
Network Services
Info
rmat
ion
Sec
uri
ty
Ser
vice
Man
agem
ent
Custom Development
17
Organizational Context
Scope of IT Projects
Customized Business Applications
Enterprise-wide COTS Applications
Core Enterprise Service Applications
Operating Systems
Processing and Storage Systems
Network Services
Info
rmat
ion
Sec
uri
ty
Ser
vice
Man
agem
ent
Custom Development
ERP or Database
18
Organizational Context
Scope of IT Projects
Customized Business Applications
Enterprise-wide COTS Applications
Core Enterprise Service Applications
Operating Systems
Processing and Storage Systems
Network Services
Info
rmat
ion
Sec
uri
ty
Ser
vice
Man
agem
ent
Custom Development
Database Engine
Portal Reports/Forms
19
Organizational Context
Scope of IT Projects
Customized Business Applications
Enterprise-wide COTS Applications
Core Enterprise Service Applications
Operating Systems
Processing and Storage Systems
Network Services
Info
rmat
ion
Sec
uri
ty
Ser
vice
Man
agem
ent
Upgrading IT Infrastructure
20
Organizational Context
Scope of IT Projects
Customized Business Applications
Enterprise-wide COTS Applications
Core Enterprise Service Applications
Operating Systems
Processing and Storage Systems
Network Services
Info
rmat
ion
Sec
uri
ty
Ser
vice
Man
agem
ent
Establishing a Data Center
21
Organizational Context
Scope of IT Projects
Customized Business Applications
Enterprise-wide COTS Applications
Core Enterprise Service Applications
Operating Systems
Processing and Storage Systems
Network Services
Info
rmat
ion
Sec
uri
ty
Ser
vice
Man
agem
ent
Equipping a New Facility
22
Organizational Context
Scope of IT Projects
Customized Business Applications
Enterprise-wide COTS Applications
Core Enterprise Service Applications (e.g., Portals)
Operating Systems
Processing and Storage Systems
Network Services
Info
rmat
ion
Sec
uri
ty
Ser
vice
Man
agem
ent
Equipping a New Facility
Establishing a Data Centre
Upgrading IT Infrastructure
Custom Development
Database Engine
Portal Reports/Forms
Custom Development
ERP or Database
They All Involve Constant Engagement with the
Organizational Context
23
IT Projects have lots of interfaces
Project ABC
Customized Business
Applications
Enterprise-wide COTS Applications
Core Enterprise Service
Applications
Operating Systems
Processing and Storage SystemsNetwork Services
Information Security
Service Management
24
Interfaces = Interdependencies
Project ABC
Customized Business
Applications
Enterprise-wide COTS Applications
Core Enterprise Service
Applications
Operating Systems
Processing and Storage SystemsNetwork Services
Information Security
Service Management
25
A Project Manager should establish
a bi-lateral control mechanism
at every point where the project:– Depends on an input from another project– Provides an output to another project
Interdependency: the Theory
26
Interdependency: The Reality
Project Managers
HATE
Interdependencies
27
Why?
Interdependencies are sources of:–Schedule slips–Cost increases–Scope creep–Uncontrolled risks–Technical complications
28
But—How Many Projects Deliver Value If …
Project ABC
Customized Business
Applications
… they deliver products that are not interoperable with other custom applications?
29
But—How Many Projects Deliver Value If …
Project ABC
Core Enterprise Service
Applications
… they deliver products that are not integrated with Core Enterprise Applications?
30
But—How Many Projects Deliver Value If …
Project ABC Operating
Systems
Processing and Storage SystemsNetwork Services
… they require non-standard operating systems,
hardware or connectivity?
31
But—How Many Projects Deliver Value If …
Project ABC
Enterprise-wide COTS Applications
… they don’t work with standard
enterprise-wide COTS products?
32
But—How Many Projects Deliver Value If …
Project ABC
Information Security
… they create security vulnerabilities?
33
But—How Many Projects Deliver Value If …
Project ABC
Service Management
… they require specialized management tools or skills the organization doesn’t have?
34
The Things that Create Interdependencies
COST RISK
DELAY
RISK
DELAY
COST
35
The Things that Create Interdependencies
Savings
Reuse
Efficiencies
Efficiencies
Better
SecurityBetter
Service
… Are Often the Things that Add Value
36
IT Projects: Why ConventionalProject Management Doesn’t Work
37
Change is Always Disruptive
Project
Old Business as Usual New Business as Usual
38
Projects will Always Encounter Resistance
Project
Old Business as Usual New Business as Usual
Organisational In
ertia
Fear
of t
he U
nkno
wnCo
mpe
ting
Prio
ritie
s
Lega
cy C
apab
ilitie
s
Lack of Information
Deficiencies in New Solution
Changes in Requirements
39
The Added Challenges of IT Projects
Project
Old Business as Usual New Business as Usual
Organisational In
ertia
Fear
of t
he U
nkno
wnCo
mpe
ting
Prio
ritie
s
Lega
cy C
apab
ilitie
s
Lack of Information
Deficiencies in New Solution
Changes in Requirements
Changing
Technology
Incr
easi
ng
Com
plex
ityLinks to B
usiness
Processes
System Interfaces
40
And the biggest challenge of all …
41
The Installed Base
42
The only reason God could create the world in six days . . .
43
... is because he didn’t have to be backwards compatible.
44
IT Projects In a Nutshell
Each IT Project delivers a piece of a jigsaw puzzle
But the other pieces are changing at the same time!
45
Conventional Project Management
#1.Plan the
Work
#2.Work the
Plan
46
Change?
Conventional Project Management
47
Scope Change=
Deviation from the Plan
Change?
Conventional Project Management
48
Rationale for Change
Unsound Sound
Whim
Indecision
Opportunity
Change in
Strategy
Extern
al
Factors
49
Ready, Fire, Aim
start
end
plan
What we think project
success looks like
start
end
plan
What it REALLY looks like
50
You Don’t Need Program Management
If You Only Have One Project
51
However ….
52
Many organizations are juggling dozens of IT projects at the same time
5215/04/2023NATO UNCLASSIFIED
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Imagine this happening with multiple projects underway at the same time …
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Why Program Management is Essential: The Theory
55
Program Management: The Theory
“Program management focuses on project interdependencies and helps to determine the optimal approach for managing and realizing the desired benefits.”
56
Program Management: The Theory
Program Management Aligns:
• Organizational Strategy
• Projects
• Business as Usual
57
A Simple Illustration
Organizational S
trategy
Business as Usual
New Business as Usual
Project
Project
Project
Project
Project
Program
Management
58
Program Management: The Theory
Program Management Focuses on:• Outcomes• Strategic Concerns
While providing projects with the freedom to focus on delivery of outputs
59
And the Theory Behind the Theory:
Adapted from Geoffrey Vickers’ and Peter Checkland’s Model of an Appreciative System
60
Why Program Management is Essential: In Practice
61
Program Management and Integration Capability (PMIC)
• Started in 2007 to address problems identified with
numerous NATO IT projects:– Stove-piped implementations– Duplicated solutions– Incompatible interfaces– No mechanism to ensure coherence across projects– High percentage of projects with major delays and
cost increases
62
PMIC Functions
• Program Governance• Change Management• Communications Management• Risk Management• Schedule Management• Cost Management• Configuration Management• Quality Management
• Security Management• Systems Integration• Architecture Management• Requirements Management• Test Management• Verification & Validation• Transition Management• Capability Improvement
An IT Program involves both management and technical functions
63
PMIC Framework
Functions
Governance
Change Mgmt
Requirements Mgmt
Configuration Mgmt
Schedule Mgmt
Cost/Risk Mgmt
Quality Mgmt
Architecture Mgmt
V &V
Process Improvement
ProjectStart-up
ProjectIntiation
ProjectExecution
ProjectClosure
ProgrammeManagement
Continuous P
rocesses
Program Management Processes
LessonsLearned
ProjectBrief
Project Management
Processes
Communications Mgmt
Systems Integration
Transition Mgmt
Reports, Guidance
Health Checks
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Change Management is Key
Project Manager
Project Manager
Project Manager Project Manager
Project Manager Project Manager
Change
Issue
Change
Issue
Change
IssueChang
e
Change
Change
Issue
Change
Without centralized change control, inter-project change becomes unmanageable
65
Key Element: Change Management
Program
Project A Project B NewProject
ProgramChange Management
IssueAssessment
Program Manager
ProjectIssue
ChangeDirection
BaselineChange
OtherPrograms
InterfaceChange
Industry
BusinessUnits
TechnologyChange
ProjectMandate
ProjectCreation
O&M
Partners
Interoperability Change
SupportChange
66
Interface Management without a Program
Project B
Project C
Project D
InfrastructureSecurity Services
Core Enterprise Services
Portals
Service Mgmt
Business Apps
Project
67
IT Program Scope
Interface Management with a Program
Project B ServiceMgmt
Infrastructure
Directory Services Security ServicesCore Enterprise
Services Portals
Project DProject C
Project
Interfaces, Specifications, Standards, Development and Test Support Requirements
68
Key Element: Requirements Management
Many requirements—particularly non-functional requirements—are common across all the projects in an IT programProject
D
ProjectB
ProjectF
ProjectE
ProjectA
ProjectC
Program-wide Requirements
69
Key Element: Configuration Management
Production BaselineDevelopment BaselineFunctional Baseline
Plan Authorization SolicitationDesign Review
System Acceptance Test
ProposedHigh-LevelTargetArchitecture
ApprovedHigh-LevelTargetArchitecture
DetailedTargetArchitecture
UpdatedDetailedTargetArchitecture
UpdatedDetailedTargetArchitecture
Architecture Management
Program Configuration Management System
OutlineTargetArchitecture
ProjectBrief
FinalDetailedTargetArchitecture
ProjectClosure
Integration Testbed
Virtual Testing
Accessible by Developers
Program configuration management
70
In Conclusion
71
IT Program Management 101
IT Projects deliver the pieces
The Program makes sure they fit
72
The result can be a masterpiece.
73
Brad Bigelow
+32 44 65 3434
Contact Information