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AIPM-2003, Dr. Mehmet Yildiz, IBM 1

Evaluating the role of eminent IT professionals in enterprise wide IT projects

Dr. Mehmet YildizIBM Certified Consulting IT Architect

IBM Global ServicesMelbourne-Australia

2003http://www.google.com/profiles/myildizmel

WELCOME


SCOPE AND STRUCTURE OF PRESENTATIONSCOPE AND STRUCTURE OF PRESENTATION

Based on ethnographic case studies in enterprise wide corporate IT environments

INTRODUCTION

SECTION 1 : An overview of IT projects

SECTION 2: The role of ITPs in IT projects

SECTION 3: Lessons learnt & recommendations

CONCLUSION

INTRODUCTION


• Key characteristics and challenges of IT projects

SECTION 1 : Overview of IT Projects

Section 1 Section 1 --Overview of IT ProjectsOverview of IT Projects


KEY CHARACTERISTICS OF IT PROJECTS

• Developmental and operational

• Produce systems, applications or processes

• Legacy transformation

• Short timeframes

• Ambitious expectations / requirements

• Service Level Agreement

• Non-IT business’ vs core IT business



CHALLENGES OF IT PROJECTS

Complex and dynamic:• Variations: hardware, software, data management, networks and applications•Geographical constraints / Globalisation•Mergers, joint ventures, saving measures

Customer Expectations:•Scalability demands•High/continuous service availability with optimum performance



Section 2 Section 2 --Role of IT ProfessionalsRole of IT Professionals

• Overview of the roles played by ITPs

• Mapping roles to PMI competencies

• Considerations for each role

SECTION 2 : Role of IT Professionals in IT Projects

ITP = ITC + ITA+ ITS+ [ITPM]


OVERVIEW OF ROLESNumerous titles / job specifications and confusing to choose the appropriate resource but…

• Project Managers are ‘drivers’• IT Consultants are ‘advisers’• IT Architects are ‘designers’• IT Specialists are ‘builders’ or

‘implementers’

PMs require a framework for roles and responsibilities

SECTION 2 : Role of IT Professionals in IT projects


IT CONSULTANTS (ITC)• $$$• ‘Conceptual’ or ‘high level’ skills rather than hands-on

technical• Work in an unstructured environment creating and

reusing intellectual capital to solve diverse technology related issues

• Act as effective change agents, advisors, facilitators, leaders for their clients

• Involved in the initial engagement of the project and assist the PMs with the establishment of the PMO

• They are not IT specialists!



IT ARCHITECTS (ITA)• Educated for breadth rather than depth• Identify properties of IT components – and their

relationships, interactions and placements• Identify whether components should be purchased,

developed or re-used• Typically begin life as specialists

• More technical focus than Consultants

• Formulate business requirements

• Consultancy and leadership in specialised disciplines



IT SPECIALISTS (ITS)• Are the building blocks of the solutions as SME’s

• Develop and present creative solutions to clients

• Provide technical advice and guidance to project team

members, customers and sales teams

• Are dependent on the IT architects' input

• Have indepth product knowledge

• Employ formal methodologies and tools



MAPPING ITP ROLES TO PMI COMPETENCIESM APPING PM COMPETENCIES TO IT PROFESSIONALS SKILLS

PM Competencies Contributions by IT Professionals with major skill areasIntegration Overall Product Skills, Organisational Procedures, Configuration

Management, Performance Measurements

Scope Estimating, Coding structures, Mathematical analysis, Simulations,Variance analysis, Expert judgement, Contingency,

Quality Benchmarking, Auditing, QA Analysis and Designs

Risk Sensitivity analysis, Simulations, System and product specific riskmitigation techniques, Technical performance measurements, Riskresponse planning

Procurement Make-or-buy analysis, Expert judgments, Contract type selectionassistance, screening, performance reporting, procurement auditing

Time Expert judgement, Time estimating, Simulations, Mathematicalanalysis, Performance measurements, Variance Analysis

HR Stakeholder analysis, Resource Selection, Training, Team building

Cost Alternatives Identification, Expert judgement, Cost Modelling,Estimating, Performance measurements

Communication Presentations, Performance reporting, Stakeholder analysis,Information retrieval, Performance reviews, Trends and varianceanalysis



MAPPING ROLES TO PMI COMPETENCIESDuring scope management, ITPs assist PMs with estimating, coding structures, mathematical analysis, simulations, variance analysis, expert judgement and contingency planning:

• Simulations skills -----> Architects• Estimating and variance analysis skills ---> Consultants• Product & configuration management skills---> Specialists

"Contingency planning " may require all 3 types of ITPs working in different capacities:

• Consultants from a commercial angle• Specialists from technical requirements or components• Architects from an integration perspective



ROLES FROM IT KNOWLEDGE SCOPE PERSPECTIVE



OTHER CONSIDERATIONS FOR ROLES• Defining roles distinctively sets the success factors for IT

projects• PMs need to understand the characteristics of the roles• PMs need to know what questions to ask of the

consultants, architects or specialists• An individual could conceivably play more than one role• Use consultants for the knowledge of business models,

outsourcing environments and commercial implications• Use architects for functional and non-functional

requirements• Use specialists for designing a specific solution



EDUCATION CONSIDERATIONS FOR ROLES

• Well-educated & certified professionals provide the project with skill sets that have been verified by technology vendors

• Positive impact on the success of the project

• Curriculum related to PM education includes IT as a distinctive discipline

• Specialised IT Project Management courses



CERTIFICATION CONSIDERATIONS FOR ROLES

•ANTA competency based learning curriculum

•Singapore Computer Society’s Certified IT PM

•CompTIA’s IT Project+

•IT organisations / vendors’ internal PM certifications

Highly recommended that the characteristics of these IT Professional roles are introduced in detail during education/certification.



Section 3 Section 3 --Lessons Learnt & Lessons Learnt & RecommendationsRecommendations

SECTION 3 : Lessons Learnt & Recommendations


KEY PRINCIPLES & RECOMMENDATIONS BASED ON LESSONS LEARNT

• PMs need to know the roles, the environment, nature of IT projects and characteristics of IT Professionals

• PM curriculum and certifications need to cover roles• The concept of depth and breadth in skills must be

carefully considered • ITPs do not just deal with technical matters but issues

related to processes & critical business requirements• ITPs must be familiar with and capable of using &

tailoring the PM methodology



IMPACTS OF PRINCIPLES & RECOMMENDATIONS

Failure to select appropriate IT Professionals to match roles and responsibilities can result in disastrous consequences including:

•project overrun;•high maintenance costs; or even… •a failed project.



• The people aspect of Project Management• Input of IT Professionals in IT Project Management • Communication of IT Professionals and the PMs• Disciplines or expertise of IT Professionals• Role of education & certification

PMs should establish mentors in each distinctive category of IT Professionals

CONCLUSIONS

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