Rearranging the deckchairs on the Titanic (SPMI, Singapore, Oct 2012)

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How to rearrange the deck chairs on the Titanic

Mark Smalley, IT Paradigmologist

@marksmalley &

[email protected]

mailto:[email protected]

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• You change things• What do you change?

Agenda!

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Speaker’s challenge!

#PMI_Singapore@marksmalley

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• Rearranging the deck chairs on the Titanic• Consequences of the scope of a project being

too IT focused • Instruments incl. the BiSL framework• Approaches for organizing business

responsibilities• Takeaways

Agenda!

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A

H

Project Chicken

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P

H

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CW

P

60th Wedding Anniversary 2008

Project Chicken 2012

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What was the outcome of Project Chicken?

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• Rearranging the deck chairs on the Titanic

• Consequences of the scope of a project being too IT focused

• Instruments incl. the BiSL framework• Approaches for organizing business


Agenda!

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@marksmalley &

[email protected]


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@marksmalley &

[email protected]


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@marksmalley &

[email protected]

“Technology is too important to the business not to be engaged and IT does not understand the business well enough to

be left to its own devices”

“CIO will potentially be

relegated to managing

legacy interfaces and the

underlying infrastructure”

“IT is at risk of being bypassed for

services firms and consultants.”


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Prague Spring 1968!

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Arab Spring 2011!

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Helsinki Spring 2011“Angry Young Finns” !

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Smalley is revolting!

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IT Spring – Occupy IT

Users are

revolting!

Topple the

IT dictators!

Liberate the users!

Befriend the users!

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● Business depends on information & IT● IT is a strategic capability ● IT is still underperforming● Polishing the inside of the kettle isn’t enough

State of the union

● Integration with business is needed● Business domain knowledge● Business empathy ● Demand-side IM processes

● IT organizations need credibility● Business managers must take their

responsibility for governing IT

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marksmalley @

Mark SmalleyIT Paradigmologist

http://www.rotterdamuniversity.nl/eCache/DEF/1/12/100.html

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Andrew Oswald

Happiness is U-shaped

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IT Paradigmology

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InfoSyst

The Big IT Picture

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InfoSyst

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The business produces products and services by executing business processes using people, information and other resources, and● Determines which

information is required and which part will be automated

● Delegates automated part to the IT department

● Ensures the quality of information

● Ensures effective and efficient usage of information (systems)

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• Rearranging the deck chairs on the Titanic• Consequences of the scope of a project

being too IT focused • Instruments incl. the BiSL framework• Approaches for organizing business


Agenda!

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Change project

Incremental change

Current situation

Desired situation

Change is needed

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USER ORGANIZATION• Values, mission &

vision• Products & services• Structure• Goals• Funding• Partners & suppliers• People• Habits & attachments• Knowledge & skills• Roles, rights &

responsibilities• Processes &

activities• Relationships &

agreements• Information• Workspace & facilities

INFORMATION SYSTEMS• Architectural principles• Design• Applications

• Data• Software

• Infrastructure (devices, networks, servers)• Data• Software• Hardware

• Procedures & instructions for usage, operation, maintenance

IT ORGANIZATION• Values, mission &

vision• Products & services• Structure• Goals• Funding• Partners & suppliers• People• Habits & attachments• Knowledge & skills• Roles, rights &

responsibilities• Processes &

activities• Relationships &

agreements• Information• Workspace & facilities

Critical areaManaging information and IT services from a business perspective

Scope of the project?

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• Difficulty specifying functionality• Disruptive changes during project• Everything high priority• Arguments during acceptance testing• Users unprepared – wasted time and misuse of

system• Inaccurate data• General confusion who is responsible for what

Delayed business benefits, wasted money, unnecessary risks, dissatisfied customers…

When the project scopeexcludes business information management…

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The Project Manager • Gets blamed• Explains that the scope needs to be extended• Proposes corrective measures• Needs insight into organizing the business-side

responsibilities

When the project scopeexcludes business information management…

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Agenda!

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● Business depends on information & IT● IT is a strategic capability ● IT is still underperforming● Polishing the inside of the kettle isn’t enough

● Integration with business is needed● Business domain knowledge● Business empathy ● Demand-side IM processes

● IT organizations need credibility● Business managers must take their

responsibility for governing ITBiSL

Value modelBiSL

ABC of ICT

State of the unionand useful instruments

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Paul Wilkinson

World-wide ABC of ICT Surveys

ABC = Attitude, Behavior & Culture; source www.gamingworks.nl

36ABC = Attitude, Behavior & Culture; source www.gamingworks.nl

Paul Wilkinson

World-wide ABC of ICT Surveys

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“MBA

spoken

here”

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Value model

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InfoSyst

User

Org

IT Org

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Think out of the IT box

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Shows how to

• Ensure that the business gets the information that it needs

• Acquire and manage IT services effectively and efficiently, from a demand (business) perspective

Process framework, best practices, training & qualification (APMG) program, priSM accreditation, publications with guidance, knowledge network

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BiSL, the Business InformationServices Library

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● Interfaces between business & IT

● Relationship with the users

● Strategic use of information & IT

● Business cases, cost/benefit mgmt

● Specification, procedures, acceptance and training

● Business-side goals, activities & results; demarcation business & IT

● Positioning of Information Management as a business responsibility

BiSL addresses

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Directinformation

strategy

Changefunctionality

Supportusers

Financialmanagement

Demandmanagement

Contract management

Governinformation

management

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Manage information management

Man

agem

ent

Op

erat

ion

sS

trat

egy

BiSL Framework

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Planning and resource management

Financialmanagement

Demandmanagement

Contract management

Operational supplier

management

Business datamanagement

End usersupport

Infor-mationcoor-

dination

Use management cluster Functionality management cluster

Specify information

requirements

Design non-automated

info. systems

Preparetransition

Review and testing

Establishbus. process developments

Information strategy cluster

Strategicsupplier

management

Strategic info. partnermanagement

I-organizationstrategy

Strategic userrelationship

management

I-organization strategy cluster

Informationlifecycle

management

Establish info. chain

developments

Establishtechnologicaldevelopments

Change-management

Transitionmanagement

Informationportfolio

management

Man

agem

ent

Op

erat

ion

sS

trat

egy

BiSL Framework

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Financialmanagement

Demandmanagement

Contract management


management


Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing



Strategicsupplier

management




management



management


developments


Change-management



management

Man

agem

ent

Op

erat

ion

sS

trat

egy

End usersupport

BiSL addresses: Interfaces between business and IT

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Financialmanagement

Contract management


management


End usersupport

Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing



Strategicsupplier

management




management



management


developments


Change-management



management

Man

agem

ent

Op

erat

ion

sS

trat

egy

Demandmanagement

BiSL addresses: Relationship with the users

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Financialmanagement

Demandmanagement

Contract management


management


End usersupport

Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing



Strategicsupplier

management




management



management


developments


Change-management



management

Man

agem

ent

Op

erat

ion

sS

trat

egy

BiSL addresses: Interfaces between business and IT

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Contract management


Financialmanagement

Demandmanagement


management


End usersupport

Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing



Strategicsupplier

management




management



management


developments


Change-management



management

Man

agem

ent

Op

erat

ion

sS

trat

egy

BiSL addresses: Business cases and cost/benefit mgmt

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Financialmanagement

Demandmanagement

Contract management


management


End usersupport

Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing



Strategicsupplier

management




management



management


developments


Change-management



management

Man

agem

ent

Op

erat

ion

sS

trat

egy

BiSL addresses: Specification, procedures, acceptance and transition

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Financialmanagement

Demandmanagement

Contract management


management


End usersupport

Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing



Strategicsupplier

management




management



management


developments


Change-management



management

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Man

agem

ent

Op

erat

ion

sS

trat

egy

BiSL Framework

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Agenda!

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• Four kind of (project) approaches

• Sanity checklist

• Common pitfalls and success factors

• Implementation roadmap

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How to (re)organize the business responsibilities

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Threat?

Own Skills?

Improvement?

big

small

Quality ScenarioTop-down

Route and results predeterminedExpert Project - external manager and consultants

weak

strong

Result ScenarioMore top-down than bottom-up

Results predetermined, route partiallyBest Practice Project – interim manager, team

Growth ScenarioMore bottom-up than top-down

Route predetermined, results partiallySelf-assessment and modest changes – team

Team ScenarioBottom-up

Route and results not predeterminedContinual improvement - team

difficult

easy

Four approaches

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• How much do our systems cost – is that normal?

• Are the systems being used properly?

• What do the users think about our systems?

• What are business needs, now and in the future?

• How much budget is available and are we making justifiable investments?

• Do the systems have business owners?

• Do we have clear agreements with IT?

• Does IT give us enough strategic value?52

Sanity checklist for the business

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PITFALL• Processes should be

implemented uniformly in all teams

• Process improvement is the solution to all problems

• Maturity should be as high as possible

• People are ignorant and need to be told what to do

• When the implementation is done, the project is finished

• Implementation should be approached top-down

• All processes should be improved at the same time

COMMENT• Different circumstances

need different implementations

• Could be a problem with skills and tooling

• But this costs money and flexibility

• Utilize experience, improve motivation

• Monitoring, fine-tuning, unexpected effects

• But sometimes bottom-up is better

• Usually not necessary or achievable

Common pitfalls

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People• Poorly defined and agreed IM roles, responsibilities and

accountabilities between IM & IT & Business• IT does not communicate in business terms, build

relationships with business and demonstrate trust and credibility

Process• Unclear meeting structures and decision making• Poor alignment of processes and hand-over between

Business, IM, and ITPerformance• No clear shared strategy and planning from business

Top fail factorsidentified during BookStoreTM business simulations

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People• Clearly defined roles, responsibilities and

accountabilities• IT must develop a core competence of ‘demand

acceptance’Process• Processes must be seen in the context of Continual

Service Improvement Performance• The Business, Information management & IT must have

a shared view of the strategy and the pipeline of initiatives

Top success factorsidentified during BookStoreTM business simulations

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Incompetent Competent

Unco

nsc

ious

Consc

ious

Learning

Aw

are

ness

Pra

ctice

Implementation roadmap

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Like a Tai Chi master, the Project Manager, armed with insight into business information management responsibilities and processes, redirects the directives of the Project Committee into positive proposals for achieving the desired project outcomes, thereby demonstrating his/her value

Vision

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Not only can this insight be used to re-scope a derailed project, it can also be used to propose new projects aimed at improving the value that user organizations extract from existing systems

Proactive vision

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Agenda!

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● Download the free BiSL management guide and more from www.aslbislfoundation.org

● Be aware of the business responsibilities and the fact that they are often not formally organized

● Do the sanity check with the business● Check whether your project scope is broad enough

● Link up and keep in touch @marksmalley &[email protected]

Back at work…

http://www.aslbislfoundation.org/


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What was the outcome of Project Chicken?

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1. Eggs2. Money3. People4. ConversationAsk the client!

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@marksmalley &

[email protected]


Documents

Rearranging the deckchairs on the Titanic (SPMI, Singapore, Oct 2012)