it governance gsi 615 carmen r. cintrón ferrer © 2014-2015

IT GOVERNANCEGSI 615

Carmen R. Cintrón Ferrer © 2014-2015

IT Governance & IT Leadership

Carmen R. Cintrón Ferrer, 2014-2015, Reserved Rights

Manage or Lead?


Why Projects Fail? (Dilbert Video) Change management Explained (Video) Kotter’s 8-Step Model (Video) (Coaching Studio) How to make employees efficient (Video) Good teamwork and Bad Teamwork (Video) Managing versus Leading A Case Study – (Cornellius

and Assoc. )

https://www.youtube.com/watch?v=OEQWSjWSx4Q

https://www.youtube.com/watch?v=Hlawij-HEkI

https://www.youtube.com/watch?v=jKXuTMfcO5c

https://www.youtube.com/watch?v=ASzJZ-gK60Q

https://www.youtube.com/watch?v=UGceIl_imHs

http://www.youtube.com/watch?v=fUXdrl9ch_Q

http://www.corneliusassoc.com/articles/Managing%20versus%20Leading.pdf

http://www.corneliusassoc.com/articles/Managing%20versus%20Leading.pdf

Manage or Leadwww.collegiateproject.com


Leaders: Guide people from a current set of circumstances to a new

situation in the future Lead people despite the obstacles that may occur. See possibilities, have new ideas, invite new ideas from

others, envision a desirable future, and provide a needed sense of direction.

Communicate their vision in ways that inspire and motivate others to want to reach that same vision.

Managers spend most of their energy being the best at current operations and less energy creating a vision for the future.

©2013 Cornelius & Associates

Manage or LeadWarren Bennis, On becoming a leader

Innovate Focus on People Inspire Trust Have a longer term

perspective Ask what? And why? Have their eyes on the

horizon Challenge the status quo Be their own person Do the right things

Administer Focus on systems and

structure Rely on control Have a short range view Ask how? And when? Have their eye on the bottom

line Accept the status quo Are “good soldiers” Focused on doing things right


Leaders Managers

Traits of a good LeaderCompiled by the Santa Clara University and the Tom Peters Group


Honest — Display sincerity, integrity, and candor in all your actions. Deceptive behavior will not inspire trust.

Competent — Base your actions on reason and moral principles. Do not make decisions based on childlike emotional desires or feelings.

Forward-looking — Set goals and have a vision of the future. The vision must be owned throughout the organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming from their basic values.

Inspiring — Display confidence in all that you do. By showing endurance in mental, physical, and spiritual stamina, you will inspire others to reach for new heights. Take charge when necessary.

Intelligent — Read, study, and seek challenging assignments.

See http://www.nwlink.com/~donclark/leader/leadchr.html

http://www.nwlink.com/~donclark/leader/leadchr.html

Traits of a good Leader (2)Compiled by the Santa Clara University and the Tom Peters Group


Fair-minded — Show fair treatment to all people. Prejudice is the enemy of justice. Display empathy by being sensitive to the feelings, values, interests, and well-being of others.

Broad-minded — Seek out diversity. Courageous — Have the perseverance to accomplish a goal,

regardless of the seemingly insurmountable obstacles. Display a confident calmness when under stress.

Straightforward — Use sound judgment to make a good decisions at the right time.

Imaginative — Make timely and appropriate changes in your thinking, plans, and methods. Show creativity by thinking of new and better goals, ideas, and solutions to problems. Be innovative!

See http://www.nwlink.com/~donclark/leader/leadchr.html

http://www.nwlink.com/~donclark/leader/leadchr.html

Approach to Leadership Four Framework Approach


Bolman and Deal's Four Framework consists of: Structural Framework - Social architect whose leadership style is analysis

and design - focus on structure, strategy, environment, implementation, experimentation, and adaptation.

Human Resource Framework - Catalyst and servant whose leadership style is support, advocate, and empowerment - visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organization.

Political Framework - Advocate, whose leadership style is coalition and building - clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders; use persuasion first, then use negotiation and coercion only if necessary.

Symbolic Framework - Prophet, whose leadership style is inspiration, view organizations as a stage or theater to play certain roles and give impressions; these leaders use symbols to capture attention; they try to frame experience by providing plausible interpretations of experiences; they discover and

See http://www.nwlink.com/~donclark/leader/leadmodels.html

http://www.nwlink.com/~donclark/leader/leadmodels.html



Leadership Styles – Cornelius & Associates http://www.corneliusassoc.com/articles/Leadership%20Styles%20for%20Dealing%20with%20People.pdf


Leadership behavior: Submissive Low Assertive Medium Assertive High Assertive Aggressive

Optimum Style: Assertive (Degree will depend on scenario) Assertive leadership behavior style:

Caring Collaborating Compelling

http://www.corneliusassoc.com/articles/Leadership%20Styles%20for%20Dealing%20with%20People.pdf

Leadership Class Exercise


Leadership Class Exercise


Break group into three teams Each team will work on Leadership Exercise per instructions

provided in the next slide After completing the Leadership Exercise each team needs

to determine the best approach for achieving success (Bolman and Deal's Four Framework) and justify its conclusion.

Which leadership traits the group considers key in getting this project completed on time and within budget constraints? (Refer Traits of a Good Leader)

Which leadership style should be followed?

Leadership - Performance Juxtaposition (http://nwlink.com/~donclark/leader/questions.html)


Asking the Right Questions (and solving them) Teams: Write (5) key questions for developing an International

Students Web Site for USC Team #1 (How does the project support USC Mission?- IT

Alignment) Team #2 (Resources needed for a successful project) Team #3 (Skills and knowledge each one has to learn) Consequences of success/failure

Group discussion: How will the team or team leader know if all the questions

have been asked and answered? How do questions help to ensure that the project is successful? What type of questions must be asked and answered to ensure

the project is appropriate for the organization?

Manage or Lead


Both are needed in the organization – See also Leadership styles for dealing with people, Cornelius & Associates

Which are you currently? (Manager/Leader/None) Based upon the assigned exercises (Module V), which is your

leadership style? What are your strengths in the behavior checklist?

Do you see yourself in a leadership position? Are you willing to work on the areas that need strengthening?

Which style(s) is(are) key for IT Governance? What traits you consider critical for IT Governance?

http://fys.utk.edu/wp-content/blogs.dir/108/files/2014/01/Cornelius_Leadership_2.pdf

Change Management


Change Management


Organizational Understanding of want/need to change

Correct Understanding of the people: Willing to change Forced to change

Effective Realization of Change Understanding Change Dynamics

Responsibility for managing changeDr. Olaf Passenheim, Change Management, 2010, Bookboon, p. 22


What needs to be change? (change initiative) Why the change is needed? (change objective) Where are we? (Reality check) How change will impact?

Organization – macro level People – micro level

What are the change barriers?: Change Journey Plan, Map and Milestones How to achieve milestones? Capability development and enablement

People and Structure alignment Business Readiness Development Communication and Ownership Development


Phase I – Preparing for Change: Define strategy Prepare team Develop sponsorship model

Phase II – Managing Change: Develop change management plans Implement plans

Phase III – Reinforcing change: Collect and analyze feedback Diagnose gaps and manage resistance Implement corrective actions Celebrate success

Process for managing changeDr. Olaf Passenheim, Change Management, 2010, Bookboon, p. 23


Expose or create a crisis (Burning platform) Inspire to achieve remarkable things (Challenge) Just tell them to move! (Command) Provide cold, hard data, difficult to ignore (Evidence) Shake people out of their comfort zone (Destabilize) Teach them to change (Educate) Tell what to do, not how to do (Manage by Objectives) Redesign to force change in behavior (Restructuring) Hold an activity to help let go of past (Rites of

passage) Provide a formal objective (Set goals) Done well! Visions work to create change (Envisioning)

Ways to make change happenDr. Olaf Passenheim, Change Management, 2010, Bookboon, p. 25

John Kotter’s 8 steps for Leading Change (as cited by Passenheim in Change Management, p. 29)


Increase urgency (inspire people to move) Build the guiding team (right people, right emotional commitment

and mix of skills and levels) Get the vision right (focus on emotional & creative aspects to drive

service and efficiency) Commitment for buy-in (Involve, communicate, appeal and

respond) Empowerment actions (Remove obstacles, support, reward and

recognize) Create short term wins (Aims easy to achieve, Manageable

number of initiatives, Finish one stage before starting the next) Do not let up (Foster and encourage determination and persistence) Make change last (Reinforce value of successful change, weave

change into culture)

Change Management StrategiesDr. Olaf Passenheim, Change Management, 2010, Bookboon, p. 36


Strategy Advantages Disadvantages

Directive Relatively fast Ignores the views of those affected by change

Negotiate Change recipients participateReduced resistance

Relatively slowAnticipated change may have to be modified

Educate People committed to change

Relatively slowerIncreased costs and resources

Expert Use relevant expertiseSmall groupsFast to implement

Expertise may be challengedResistance of those excluded

Participative

Change more likely to be acceptedMore people committed

Relatively slow to implementMore complex to manageIncreased costs and resources

Change management, What to avoid?Dr. Olaf Passenheim, Change Management, 2010, Bookboon, p. 39-40


Lack of analysis of the strategic and operative challenge

Insufficient problem awareness Inadequate or insufficient communication Bad change management style Unprofessional management of stakeholders Workload and speed of change processes too big Unprofessional use of methods in the change

process Lack of control


Content

• Strategic Operative

• KPI’s• Vision• Culture

evaluation• Open Space

Sessions• Managemen

t meetings• Internal

Communication

• External Communication

Commitment

• MBO• 360

feedback• Incentive

system• Reward

Management

• Management Audit

• Feedback Platforms

Capability

• Efficient Project Management

• Coaching• Team

building• Model of

Competencies

• Training-HR Development

• Leadership Development

• Knowledge control

• Tests

Culture

• Leadership Guidelines

• Quality Management

• Learning Organization

• Alternate Job Models

• Change Controlling

The 4C-Toolbox of Change ManagementDr. Olaf Passenheim, Change Management, 2010, Bookboon, p. 50

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