Jim Johnson Pmcongress 08

8/3/2019 Jim Johnson Pmcongress 08

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Creating a Healthy Project

Management Ecosystem

By Jim Johnson

Chairman

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Overview

CHAOS Numbers

Laws of CHAOS

CHAOS Five Deadly Sins

CHAOS HealthCheck

CHAOS Commandments

CHAOS Pipeline



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3 Pillars of IT Value

Cost Gain (ROI) Risk



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CHAOS 2006

Survey Results

Resolution of Projects



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CHAOS ResearchStudies



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Waste to Value Ratio



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Waste to Value:

Ratio Changes



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The 10 Laws of CHAOS



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Law of the Two Faces



Law of the Two Faces

28% Skilled at finding correct user

36% Improvement

63% Quality relationship 35% Improvement

16% Always have a evangelist

17% Improvement

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Cheetah’s Law



Cheetah’s Law

Half Skilled at having simple vision

60% Improvement

14% Can make swift decisions 32% Improvement

36% Skilled at measuring progress

11% Improvement

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Law of the Roads



Law of the Roads

5% Always have an elevator pitch

2% in 2007

80% Demand quicker results Speed causes instability

22% Use industry benchmarks

41% improved their research skills

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Law of the Long-tailed Monster



Law of the Long-tailed Monster

2/3 Feel scope creep is a problem

Not getting better

Half feel they have iterative skills

Rapid feedback a problem

Most do not look at gain/risk

Feel it is painful

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Law of 5 Deadly Sins



Law of 5 Deadly Sins

Overambition

Most very painful

Arrogance

Bad to worse Ignorance

50/50

Abstinence

Serious for the majority

Fraudulence

Grave and getter graver

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Law of the Mad Hatter



Law of the Mad Hatter



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Panda’s Law



Panda’s Law

Panda’s Bear are few

Need to be nurtured

Lucky and Lousy 70% poorly skilled

Value Misunderstood

Only 8% have well defined values

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Law of the Empty Chair



Law of the Empty Chair



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Law of the Tuxedo



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Agile

Successful

41%

Challenged45%

Failed

14%

WaterfallSuccessful

16%

Challenged

58%

Failed

26%





Pain Meter



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The 10 Laws of CHAOS

1. Law of the Two Faces

2. Cheetah’s Law

3. Law of the Roads

4. Law of the Long-tailed Monster

5. Law of the 5 Deadly Sins

6. Law of the Mad Hatter

7. Panda’s Law8. Law of the Empty Chair

9. Law of the Tuxedo

10. Law of the Fools



Cycle of Good

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Project

Success

Expect toSucceed

Support

Interested



Cycle of Bad

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Project

Failed

Expect to Fail

Non-Support

Disinterested



Cycles

Hard to Break Cycle of Bad

Pick safe projects

Create Small Wins

Hard to Stay in Cycle of Good

Good Measurements

Re-enforce behavior

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IBEX HealthCheck

Based on a Real CompanyReader’s note: This assessment document

is given as an example of the type of HealthCheck assessment capabilities of

The Standish Group. This was an actualassessment, but the client’s name is not

IBEX and some of the attributes of the real

organization have been changed toprotect the confidentiality of the true

organization.

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Report Outline

Introduction

Goal

Engagement Components

Rules of Engagement

Engagement Process

Overview of results

Success Factor Results

Observations

Recommendations

Next Steps 34



1. About IBEX

IBEX – Bank Mutual Service Firm

EFT Services POS & ATM

1,000 Members

$200,000 average fee

$20 Million Project Spending

$3 Million Average Cost

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Project History

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2. Motivation & Goal

5% Transaction fee reduction

Reduce operating costs

Increase transactions

Increase members

5% Features & Functions 5% project budget

$20 Million Budget37



3. Components

Plan & Prepare HealthCheck

Project Profiles

HealthCheck Workshops

Projects – Functions

Results Recommendations

Next Steps38



4. Rules of Engagement

Rule 1: There is no right or wrong answers.

Rule 2. Every person’s opinion counts.

Rule 3. Frank and honest answers only are to be given.

Rule 4. Each group 4 to 8 members

Rule 5. No workshop will last longer than one hour

Rule 6. What happens in the workshop stays in the workshop

Rule 7. All responses will be kept anonymous

Rule 8. Top of the mind answers for everyone – no hiding

Rule 9. Workshop is to work to building consensus

Rule 10. Facilitator makes final determination 39



Workgroups

Functional

Application Development

Business Operations Executives

Finance

Project Management

Sales & Marketing

Projects

ACH Upgrade

Customized limits

Fraud Detection

Gift Card Processing

Personalized ATM

SWIFT Interface

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Engagement Process

Obtain Accurate Results

Common Understanding

Motivate Performance Improvement

Not Overwhelming

Support Decision Making

Determine Direction

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Strengths

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Weaknesses

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Observations

23 Successful Projects

Clearly Defined, Small, No Executive

21 Failed Projects

Not Well Defined, Large & Complex

56 Challenged Projects

Broke along above lines

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Recommendation

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Next Steps

Team-Building Workshop

Executives & Stakeholders

Team Workers

Agile Optimization Workshops

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For te last 40years IT has worked remove people out of te

process b aumaon,during te next 40years we wil be adding tem backin.

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Project Pipelining



Hypothetical Question!

Is it better to do:

the wrongs things right?or

The right things wrong?

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CHAOS Commandments

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Cycle of Good

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Project

Success

Expect toSucceed

Support

Interested

Documents

Jim Johnson Pmcongress 08