Management’s Role in Major IT Initiatives
Chapter 14
Outline
Goals of IT alignment and strategic planning
An overview of strategy
Areas requiring strategy
Vectors for arriving at IT strategy
The IT Asset and governing concepts
A normative approach to IT strategy
Challenges of IT strategy and alignment
Information technology as a competitive advantage
Chapter 12
Management’s Role in Major IT Initiatives
Chapter 14
Outline
Managing organizational change
Managing projects
Factors that contribute to IT initiative failures
Types of Organizational Change (Keen, 1997)
Incremental
Step-shift
Radical
Fundamental
Effecting Organizational Change (Keen, 1997)
Leadership
Language and vision
Connection and trust
Incentives
Plan, implement and iterate
Project Management Objectives
Define project scope and goals
Identify accountability
Define decision-making processes
Identify tasks and task sequence and interdependencies
Determine resource and time requirements
Ensure appropriate communication
Project Roles
Business sponsor
Secure resources
Final decision making and accountability
Identify and support Business Owners
Promote project and obtain buy-in
Chair Project Steering Committee
Define objectives, deliverables, scope and success criteria
Remove obstacles
Project Roles
Business Owner
Represent department or function
Obtain resources
Remove obstacles
Work with project manager
Project Manager
Obtain resources
Deliver project on time and on budget
Communicate
Manage project risk
Resolve issues and problems
Maintain plan
Manage scope
Management’s Role in Major IT Initiatives
Chapter 14
Outline
Managing organizational change
Managing projects
Factors that contribute to IT initiative failures
Types of Organizational Change (Keen, 1997)
Incremental
Step-shift
Radical
Fundamental
Effecting Organizational Change (Keen, 1997)
Leadership
Language and vision
Connection and trust
Incentives
Plan, implement and iterate
Project Management Objectives
Define project scope and goals
Identify accountability
Define decision-making processes
Identify tasks and task sequence and interdependencies
Determine resource and time requirements
Ensure appropriate communication
Project Roles
Business sponsor
Secure resources
Final decision making and accountability
Identify and support Business Owners
Promote project and obtain buy-in
Chair Project Steering Committee
Define objectives, deliverables, scope and success criteria
Remove obstacles
Project Roles
Business Owner
Represent department or function
Obtain resources
Remove obstacles
Work with project manager
Project Manager
Obtain resources
Deliver project on time and on budget
Communicate
Manage project risk
Resolve issues and problems
Maintain plan
Manage scope
Project Committees
Project Steering Committee
Provide overall guidance and management
Resolve project issues and problems
Project Team
Manage the project work
Resolve day-to-day issues
Manage and allocate resources
Project Management
Project Charter
Project overview and objectives
Desired application features
Scope and limitations
Success metrics
Budget and timetable
Project organization
Project management strategies
Project Management
Project Plan
Project phases and tasks
Sequence of phases and tasks
Interdependencies
Duration of tasks and phases
Staff resources
Management’s Role in Major IT Initiatives
Chapter 14
Outline
Managing organizational change
Managing projects
Factors that contribute to IT initiative failures
Types of Organizational Change (Keen, 1997)
Incremental
Step-shift
Radical
Fundamental
Effecting Organizational Change (Keen, 1997)
Leadership
Language and vision
Connection and trust
Incentives
Plan, implement and iterate
Project Management Objectives
Define project scope and goals
Identify accountability
Define decision-making processes
Identify tasks and task sequence and interdependencies
Determine resource and time requirements
Ensure appropriate communication
Project Roles
Business sponsor
Secure resources
Final decision making and accountability
Identify and support Business Owners
Promote project and obtain buy-in
Chair Project Steering Committee
Define objectives, deliverables, scope and success criteria
Remove obstacles
Project Roles
Business Owner
Represent department or function
Obtain resources
Remove obstacles
Work with project manager
Project Manager
Obtain resources
Deliver project on time and on budget
Communicate
Manage project risk
Resolve issues and problems
Maintain plan
Manage scope
Project Committees
Project Steering Committee
Provide overall guidance and management
Resolve project issues and problems
Project Team
Manage the project work
Resolve day-to-day issues
Manage and allocate resources
Project Management
Project Charter
Project overview and objectives
Desired application features
Scope and limitations
Success metrics
Budget and timetable
Project organization
Project management strategies
Project Management
Project Plan
Project phases and tasks
Sequence of phases and tasks
Interdependencies
Duration of tasks and phases
Staff resources
Characteristics of a Good Project Plan and Charter
Charter is clear and explicit
Leadership understands and supports the plan
Timelines and resource needs have been thoroughly reviewed
Accountabilities are clear
Project risks have been assessed
Appropriate contingency has been incorporated
Factors That Contribute to IT Initiative Failures
Lack of clarity of purpose
They don’t believe you
Leadership support is insufficient
Organizational inertia
Organizational baggage
The reward system is not there
Lack of candor
Factors That Contribute to IT Initiative Failures
Complexity of the project
Failure to respect uncertainty
Undernourished initiatives
Failure to anticipate short term disruptions
Invisible progress
Unstable/immature technology
Steps to Minimize Risk of Failure
Ensure that objectives are clear
Test commitment
Demonstrate conviction
Hammer away at inertia
Distance project form baggage
Change the reward system
Accept debate, invite bad news and do not punish those who make mistakes
Steps to Minimize Risk of Failure
Reduce complexity
Accept the imperfection of understanding of the needed changes
Resource appropriately
Limit depth and duration of disruption
Communicate progress
Avoid new technologies
Summary
Leadership plays an essential role in managing the change that accompanies IT implementations
Good project management is essential and requires well developed charters, plans, committees and roles
Leadership must take steps to reduce project failure risks
Management’s Role in Major IT Initiatives
Chapter 14
Outline
Managing organizational change
Managing projects
Factors that contribute to IT initiative failures
Types of Organizational Change (Keen, 1997)
Incremental
Step-shift
Radical
Fundamental
Effecting Organizational Change (Keen, 1997)
Leadership
Language and vision
Connection and trust
Incentives
Plan, implement and iterate
Project Management Objectives
Define project scope and goals
Identify accountability
Define decision-making processes
Identify tasks and task sequence and interdependencies
Determine resource and time requirements
Ensure appropriate communication
Project Roles
Business sponsor
Secure resources
Final decision making and accountability
Identify and support Business Owners
Promote project and obtain buy-in
Chair Project Steering Committee
Define objectives, deliverables, scope and success criteria
Remove obstacles
Project Roles
Business Owner
Represent department or function
Obtain resources
Remove obstacles
Work with Project Manager
Project Manager
Obtain resources
Deliver project on time and on budget
Communicate
Manage project risk
Resolve issues and problems
Maintain plan
Manage scope
Project Committees
Project Steering Committee
Provide overall guidance and management
Resolve project issues and problems
Project Team
Manage the project work
Resolve day-to-day issues
Manage and allocate resources
Project Management
Project Charter
Project overview and objectives
Desired application features
Scope and limitations
Success metrics
Budget and timetable
Project organization
Project management strategies
Project Management
Project Plan
Project phases and tasks
Sequence of

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