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Enterprise Wide IT Projects are Complex and strategic importance to organizations to sustain competitive advantage in the market place. High percentage of strategic initiatives fail due to poor project performance. This presentation highlights importance of leading Enterprise Wide Projects, instead just focusing on managing projects. The author discusses enterprise wide project relevance to PMI Knowledge Areas and essential leadership skills required to manage enterprise wide projects. The author also presents two project planning models organizations can use to improve enterprise wide project success.
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© 2013-2014 Dr. Kaali Dass
Dr. Kaali Dass, Cisco Systems, Inc.
22nd May 2014
Enterprise Wide Projects Leading
Key Characteristics of Enterprise wide Projects
PMI Knowledge Areas
Global Project Leaders
Enterprise Project Planning Model
Case Studies
Q & A
Don’t Just Manage…
Lead Projects for Success!
References: Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy by Amy C. Edmondson Mistake Leader's Workbook by John Caddell
The Process Knowledge Spectrum & Enterprise wide Projects
Support & Maintenance Projects
New Capabilities, New Releases, POC
Projects
Enterprise wide Projects
Low High
Strategic Initiatives
52% 48%
0%
20%
40%
60%
80%
100%
Successful Failure
Strategic Initatives
For every US$ 1 billion spent on a strategic initiative, US$ 149 Million
Lost due to poor project performance.
Reference: Enabling Organizational Change Through Strategic Initiatives, pmi.org, March 2014
PMI Knowledge Areas
Enterprise Projects: Knowledge Areas
Integration Management
Human Resources
Management
Quality Management
Procurement Management
Risk Management
Stake Holder Management
Communications Management
Cost Management
Time Management
Scope Management
Complex Planning and Execution
Reference: PMBOK Guide 5th Edition
Enterprise Projects: Knowledge Areas
Integration Management
Human Resources
Management
Quality Management
Procurement Management
Risk Management
Stake Holder Management
Communications Management
Cost Management
Time Management
Scope Management
• Large number of Stakeholders
• Multiple IT and Business Units
• Cross Functional Teams
• External Teams and Vendors
• Higher than 20 Approx.
Reference: PMBOK Guide 5th Edition
Enterprise Projects: Knowledge Areas
Integration Management
Human Resources
Management
Quality Management
Procurement Management
Risk Management
Stake Holder Management
Communications Management
Cost Management
Time Management
Scope Management
• Identifying Risks are complex
• Many Unknown Unknowns
• Internal and External Risks
• Technology Risks • Process Risks • People Risks
Reference:PMBOK Guide 5th Edition
Enterprise Projects: Knowledge Areas
Integration Management
Human Resources
Management
Quality Management
Procurement Management
Risk Management
Stake Holder Management
Communications Management
Cost Management
Time Management
Scope Management
• Global Teams • Communication Channels
(190+) • Awareness / Socialize
project goals • Modes: Email, WebEx,
Video, In-Person, etc. • Frequency: Depends • Content: Business,
Technical, Internal, External Reference: PMBOK Guide 5th Edition
Enterprise Projects: Knowledge Areas
Integration Management
Human Resources
Management
Quality Management
Procurement Management
Risk Management
Stake Holder Management
Communications Management
Cost Management
Time Management
Scope Management
• Common Standards & Best Practices
• End to end Process • Awareness & Adoption
Reference: PMBOK Guide 5th Edition
Enterprise Projects: Knowledge Areas
Integration Management
Human Resources
Management
Quality Management
Procurement Management
Risk Management
Stake Holder Management
Communications Management
Cost Management
Time Management
Scope Management • Dynamic Teams
• Manage without Authority
• Influence • Motivation • Business Outcome
Reference: PMBOK Guide 5th Edition
Enterprise Projects: Knowledge Areas
Integration Management
Human Resources
Management
Quality Management
Procurement Management
Risk Management
Stake Holder Management
Communications Management
Cost Management
Time Management
Scope Management
• Technology • Adoption • Vendor Management • Dependencies to
external environment
Reference: PMBOK Guide 5th Edition
Enterprise Projects: Knowledge Areas
Integration Management
Human Resources
Management
Quality Management
Procurement Management
Risk Management
Stake Holder Management
Communications Management
Cost Management
Time Management
Scope Management
• Cost and Time are almost Static
• Scope may increase as teams uncover new issues and dependencies
Reference: PMBOK Guide 5th Edition
Your are a Leader
Primary causes of organizational change failure
Insufficient communications
59%
Lack of leadership
56%
Reference: Enabling Organizational Change Through Strategic Initiatives(2014), pmi.org
Global Project Leader
Team Building
Motivation
Coaching
Decision Making
Political and Cultural
Awareness
Communication
Influencing
Trust Building
Conflict Management
Negotiation
Leadership Skills
Reference: Appendix X3, PMBOK Guide 5th Edition
Negotiation
Global Project Leader: Trusted Leader
Trust Building
Conflict Management
Reference: Appendix X3, PMBOK Guide 5th Edition
ROI = Relationship Over Issues
When there is an issue, create an opportunity to build Relationship for success
Guillermo Diaz, SVP. Information Technology, Cisco Systems, Inc.
As we look ahead into the next century, leaders will be those who empower others
Bill Gates
Earn your leadership every day
Michael Jordan
Global Project Leader: Good Communicator
References: Appendix X3, PMBOK Guide 5th Edition The Essential Role of Communications, May 2013, pmi.org
Consistent Communication Strategy for Global Teams
Understand business benefits. Frequent and relevant
communication about business benefit and how it aligns with organization’s strategy
Eliminate any project specific jargons in communication
Tailor communications to different stakeholder groups.
Political and Cultural
Awareness
Communication
Influencing
Global Project Leader: A Team Builder
References: Appendix X3, PMBOK Guide 5th Edition Project Skills By: Sam Elbeik; Mark Thomas
Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others
Jack Welch
Forming, Storming, Norming, and Performing Involve Team in Decision Making
Project Goals, Timeline, Roles, and Responsibilities
Sense of achievement, Recognition of ability, Interesting and challenging work, Responsibility, Promotion, Rewards – financial.
Motivation
Team Building
Coaching
Global Project Leader: Decision Making
References: Appendix X3, PMBOK Guide 5th Edition Adopted from Effective Decision Making By: Jeremy Kourdi
Impact to Customer and organization
Do not rush for an obvious decision and do not get influenced by personal preferences and preconceptions
Review past decisions and lessons learned, also Challenge existing thinking
Communicate decisions to all impacted stakeholders
Decision
Making
Project Planning Model
IT Project Planning Model By Risk
Process Technology Environment
(Internal / External)
People
Risk High Level Work
Breakdown Structure (WBS)
Phased Project Delivery (Low to High Risk)
Project Model: Focus on Reducing Risk
Risk
Model
High Level WBS
(Work Breakdown Structure)
Group by Risk Category
Divide into Phases
Implement Less Risk
Phase First
Capture Lessons Learned
Reduce, Mitigate, or Eliminate
Risks for Next phases
Risk Based Model
Pros
Identify Unknown Unknowns
Team trained on issues & challenges
Reduces organization risk of failure
Uncover People, process, technology related issues
Better planning on time, cost, scope
Cons
May not identify scope specific risks
Project needs vs Customer needs
Any change in people, process, technology will increase the risks
Additional cost and time due to phased release
IT Project Planning Model By Outcome / Results
Process Technology Environment
(Internal / External)
People
Customer / Organization Priority
High Level Work Breakdown Structure
(WBS)
Phased Project Delivery (High to Low Priority)
Project Model: Focus on Outcome / Results
Outcome
Model
WBS
Group by Customer
Priority
Divide into Phases
Implement high priority Phase First
Capture Lessons Learned
Implement Next phase
by improving Success
Outcome Based Model
Pros
Challenging opportunity for teams
Prioritized Customer needs vs Project success
High Risk and High Reward
Highly skilled and experienced team to deal with People, process, technology related issues
Strong stakeholder support
Cons
Project is challenged
High Impact of failure
High Cost per release due to highly skilled and experienced resources
Case Studies
A Case Study: Data Center Migration
• Scope
• Time
• Cost
• World Class State of the
Art Data Center
• High availability
• Green IT
• Cisco on Cisco
• Identified applications for
migration
• Selected applications with
minimum impact to customers
• Plan and execute Phase I
• Capture lessons Learned
• Plan for next phase by
eliminating risks based on
lessons learned
• Implement Continuous
Improvement model
Planning and
Execution Business Value
Triple Constraint
Project Planning Model: Risk Focus
Reference: https://www.cisco.com/web/about/ciscoitatwork/data_center/flash/dc_experience/rdc_tour.html http://www.datacenterknowledge.com/archives/2011/04/18/cisco-opens-doors-on-new-texas-data-center/
Project phases based on Risk
Less risk scope items chosen to understand the complexities and issues in the process, technology, and the environment
Lessons learned are captured to mitigate issues in future releases
Implemented changes in subsequent phases with more scope items
Case Studies: Data Center Migration
A Case Study: World IPV6 Day
• Scope
• Cost
• Time
• Leading the Industry
• Proving the technology
• Enable IPV6 customers
• Outcome based planning
• Highly skilled resources
• High Focus on risk assessment
• External Dependencies
• Technology Focus
• Global Communication
• High Level of collaboration
• High Stakeholder Engagement
Planning &
Execution Business Value
Triple Constraints
Project Planning Model: Outcome Focus
Reference: http://internetsociety.org/ipv6/archive-2011-world-ipv6-day
Multiple Phases
Phases based on Outcome
Highly specialized resources
High focus on Risk Management
Lessons Learned are incorporated in subsequent phases
Case Studies: IPV6 Project
Are You A Leader?
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