leading it projects

1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات0

LeadingITS

Projects/Changes

Today we will talk aboutleading change

not managing change

By: Shohin Aheleroff, PMPJuly 2010

1390تيرماه -دومين همايش تخصصي مديران پروژه هاي فناوري اطالعات

Why we should have Bold change

Questions

Well known Methodologies and Frameworks

Reasons why ITS projects fail

Leading vs Managing

LBC steps

A Framework for Successful Projects

Agenda:

1

Change, by definition, requires creating a new system,

which in turn always demands leadership


Why we should have Bold changesWhat is the major challenges

2

– Business demand– Impact on operation

• Insufficient valid Business Case exists for the project

• Insufficient attention to quality

• Insufficient definition of the required

• Lack of communication with stakeholders

• Lack of acceptance of project management roles and responsibilities

• Poor estimating or duration, leading to projects taking more time and costing more money than expected

• Inadequate planning and coordination of resources

• Insufficient measurable and lack of control over progress.

• Quality issue

• Know challenges


First , some questions

How percentage of IT project managers :

Manage projects?

Use PMBoK?

Use PRINCE2?

Use Agile?

Use Scrum?

Use another method? (e.g. in-house method)

Use no method at all?

A methodology is a set of practices includes phases.

A framework is using component to build a piece of software.

3


How to successfully combine methodologies

4


5


Reasons why ITS projects fail (1 of 2)

The Chaos Report, Standish Group, 1995Survey of 365 IT Managers 6


Reasons why ITS projects fail (2 of 2)

OASIG study, 199545 ‘experts’ in academia and consultancy

7


Leading vs Managing

8

ManagersAdminister and copy

Maintain

Focus on systems & structure

Rely on control

Short-range view - bottom line

Ask how and when

Accept the status

Classic good soldier

Do things right

LeadersInnovation and originality

Develop

Focus on people

Inspire trust

Long-range view - the horizon

Ask what and why

Challenge the status

Own person

Do the right things

'Leadership'a road, a way, the path of a ship at sea - a sense of direction.

'Management' a hand, handling a sword, a ship, a horse.


Managing vs Leading

Lead people.

Leaders do the right things.

Leadership sets the style and tone for achieving a vision and motivates people to sacrifice for the attainment of the vision.

Leader is responsible for vision and how it relates to each person.

You manage things.

Managers do things right.

Management is the tactical process of executing and achieving the mission.

Management’s concern lie with the details and the day to day grind without which a vision can't become a reality.

Manager has to be willingly responsible for the details of the mission.

9


People/Culture Resources

Systems/ProcessesTechnology

People protecting their jobs

Tried before and it failed Lack of trust

Passive employees

That is the way it has always been

NoNo – Barriers

Technology antiquated / old

Budget not aligned / new requirements

Lack of personnel

Systems are cumbersome / weightily

Not up to date

Difficult to use

Customized by IT person

Performance management system that is in conflict with new roles & goals

Too many decision making layers

Best practices ignored

10


Succeeding

Did not try to change

They tried (changes / projects ) and failed

They tried and succeeded but did not attain the level of aspiration

70%11

Organisations needed to change, they either :


Succeeding in a Changing World

What two characteristics does LBC mention that have contributed to the success of companies?– Fun – Scale

Why is FUN important?

Why is Scale Important?

Slide Only12


Exploring the lead BOLD change Steps

Step 1: Create a Sense of Urgency

Step 2: Pull Together the Guiding Team

Step 3: Develop the Change Vision & Strategy

Step 4: Communicate for Buy-in

Step 5: Empower Others to Act

Step 6: Produce Short-term Wins

Step 7: Don’t Let Up

Step 8: Create a New Culture

13

John Kotter"Leading Change" (1996)


Engage for Buy-in &

Commitment for Change to Happen

Empower for Action &

Remove Obstacles

Create Short-term Wins &

Celebrate Success

6644 55

Drive Compliance & don’t Let

Up

Embed the Change into Organizational

Culture

77 88

Business Goal & Risks

of not Changing

Build Guiding & Cross-

functional Team with

Skills

Get the Right

Compelling Vision &

Action Plan

22 3311

Eight steps of change in success rate of ITS projects

Engaging and enablingthe whole organization

Creating aclimate for change

Implementingand sustaining

change



Step 1 - Create a Sense of Urgency

Principle: Help others see the need for change and the importance of acting immediately

1. Have we communicated the problem clearly to our organization or do we have a task force working on it behind closed doors trying to come up with a solution?

2. Who are the resistors in our colony with the attitude and power to keep people from acknowledging or addressing the problem? What are they doing to undermine our efforts?

3. If asked today, what percentage of the people in our organization, including leaders, would agree that there is a major problem or missed opportunity? Is it high enough?



False Sense Of Urgency

Actions are not focused on critical activities

Difficulty co-originating meetings ( diaries are full)

People run from meeting to meeting

No decision making at meetings, or constructive conclusion

No action between meetings

Cynical jokes are passed about initiatives

CEO does not actively participate

Sales and margins fall

Blame products not the sales team

Everyone blames everyone else

Lack of team work16


Step 2 - Pull Together the Guiding Team

Principle: Make sure there is a powerful group guiding the change -one with leadership skills, bias for action, credibility, communication ability, authority and analytical skills.

1. Does our guiding team work well together or do we need to spend some time on team working?

2. Do we have big egos or even resistors in our guiding team, eroding trust and energy?

3. Is our guiding team working on project plans, budgets etc, or are they thinking about the creation of a change vision and strategy?



Step 3 - Develop the Vision and StrategyPrinciple: Clarify how the future will be different from the past, and how you can make that future a reality.

1. Is our guiding team reaching out to other employees? Do they walk around to pick up ideas or are they sitting in meeting rooms?

2. Is there a role model for change?

3. Do we have a simple enough message for our change vision to be understood and remembered? Can we draw a sensible and appealing picture of what our future will look like?

4. Is our change strategy a set of simple enough logical steps of how this future can be created, so that it has a chance to be understood and remembered by our organization?



Step 4 - Communicate for Understanding and Buy-in

Principle: Make sure as many others as possible understand and accept the vision and the strategy.

1. Is it important to remind our organization of "who we really are", the foundations of the organization that will not change?

2. Where else can we place messages, so that the organization cannot ignore them, even when they are annoyed?

3. If asked today, what is the percentage of employees in our organization who can see the new way and believe the idea has merit? Is it high enough?



Step 5 - Empower Others to Act

Principle: Remove as many barriers as possible so that those who want to make the vision a reality can do so.

1. Who are our planners? Do we have enough volunteers? Who else could be thrilled by the challenge?

2. Now that change becomes real and obstacles build up, is there something that sucks confidence and attention away from our vision and strategy?

3. Which old rules that are in the way of making change happen need to be bent or abandoned?



Step 6 - Produce Short-Term Wins

Principle: Create some visible, unambiguous success as soon as possible.

1. Have we planned for success, something safe and not too demanding to win? Is there enough support for them to win?

2. Have we communicated clearly that everyone can help?

3. Can we organize a celebration that clearly communicates that we will prevail?

4. Have we thought of publicly recognizing the contributions of our change heroes?



Step 7 - Don't Let Up

Principle: Press harder and faster after the first successes. Be relentless with instituting change after change until the vision becomes a reality.

1. Have we raised the bar enough for the second wave of change advocates?

2. Which meetings and other routines are irrelevant and can be eliminated to avoid exhausting ourselves along the way?

3. Are we allowing urgency to sag? What else could we do to keep the momentum up?



Step 8 - Create a New Culture

Principle: Hold on to the new ways of behaving, and make sure they succeed, until they become a part of the very culture of the group.

1. What else could we do to ensure people act in the new way against the pull of tradition?

2. Have we thought about succession of our leaders? Who is ready to take over? Have we made the necessary changes in our leadership team? Are those that drove change in the right spot to make it stick?

3. How do we pass on the story of our change to the next generation?



Sustaining Urgency for Change

90% of all Heart By-Pass Patients Fall Back to Their Old Habits After Two Years

We need to capture the

heartto sustain

urgency for change

24


Exploring the 8 Steps –HOW WERE THESE IMPLEMENTED?

Anchor in Culture

Create a Sense of Urgency

Pull Together

the Guiding

Team

Create the Vision and Strategy

Communicate for

Buy-in

Empower Others to

Act

Produce Short term

Wins

Don’t Let Up

Leader go to the floor to create a sense of urgency

Leaders ask questionsLeaders demonstrated their own

sense of urgency

Leaders involve cross functional teams with the right

skills, influence and attitudesLeaders hold honest

discussions

Leaders use an idea from previous experience, tomake staff understand

need for changeLeaders clarify how the future

will be different from the past

Leaders involve as many people as possible to understand and

accept the changeLeaders use different communication

channels to communicate the changeLeaders up-skill staff so that they can adopt to change

Leaders build change resilience skills for staff to embrace changeLeaders setup SMART KPIs

Leaders communicate and celebrate success

Leaders make visible change so that people can

gain confidence

Leaders don't allow employees to go back to old ways of doing things

Found a way to do itChanged plant twice

Leaders practice and walk the new way of doing things

Leaders publicly acknowledge people demonstrating the new ways

of doing things

25John Kotter"Leading Change" (1996)


Urgency Team Vision Comm Empower Wins Pressure Culture

Step I

Step 2

Step 3

Step 4

Step 5

Step 6

Step 7

Step 8

A Sense of Urgency

Spinning Plates Theory

26


1. 85% of Fortune 500 companies are between proficiency levels 4 and 52. 76% companies use Kotter Methodology on leading and change management

Source: Prosci 2006 Report on Change Management

Change Management Maturity Model

Level 5 Organizational Competency

Change management competency is evident in all levels of the organization and is part of the organisation’s culture and intellectual property

Continuous process improvement in place

Highest probability of success

Level 4 Organizational standards

Organization-wide standards and methods are broadly deployed for managing and leading change

Selection of common approach

Level 3 Multiple projects Comprehensive approach for managing change is being applied in multiple projects

Examples of best practices evident

Level 2 Isolated projects Some elements of change management are being applied in isolated projects

Many different tactics used inconsistently

Level 1 Ad hoc or absent Little or no change management applied

People dependant without any formal practices or plans

Highest rate of project failure, resistance, turnover and productivity loss

+

-

27


ScorecardProject/Change

Mark Level of

Completion

Set the Stage

Step 1 Step 2

Decide What to Do

Step 3

Make It Happen

Step 4 Step 5 Step 6 Step 7

Make It Stick

Step 8Sense of Urgency

Guiding Team

Vision & Strategy

Understanding & Buy-In

Broad Empowerment

Short-Term Wins

More Change Pressure

Anchored in Culture

10

01

1

51

10

1

2

00

14

1

20

20

2

1

00

12

0

22

10

3

2

00

00

0

41

41

0

2

00

00

0

20

15

1

4

10

11

0

50

20

1

1

00

20

0

02

24

2

1

01

00

1

10

33

4

0

109

76

8

54

21

3

0

4.46 4.54

2.751.54

3.694.56

2.773.31

28


Resistance to Change is a Barrier to Realising Results and Savings

The following survey of Fortune 500 CEO’s shows that 5 out of the top 10 business transformation showstoppers are “people and organisational” issues.

These results are consistent with a Mobil operator results on project success

No Change Management Program

Project Team Lacked Skills

Top 10 Barriers to Success

36%

41%

43%

44%

44%

46%

54%

65%

72%

82%

IT Perspective not Integrated

Not Horizontal Process View

Scope Expansion / Uncertainty

Case for Change not Compelling

Poor Project Management

Unrealistic Expectations

Inadequate Sponsorship

Resistance to Change

Source: Survey of CEOs Regarding Business Transformation: Barriers to Success, Conference Board,2008 Mobile Telephone Networks. All Rights Reserved.

“Soft stuff”? Hard Impact.

29


A Framework for Successful Projects

1. Leadership / sponsorship provides guidance and governance

2. Project Management gives structure to the technical side of the change

3. Change Management supports the people side of the anticipated changes

All three elements must be present for project successProsci Research 2008 highlights that all three elements must be present for project success

Current Business Focus Area

30


Shohin Aheleroff, PMPCertified LBC facilitator

2nd IT project Management conferencewww.aidi.ir

201031

leading it projects

Business

projects fail

john kotter

range view

produce short

shohin aheleroff

leading change

asked today

change vision