Description
Seasoned project managers planned for it. That is, they pursued an educational path that resulted in the official title of Project Manager.
10th January 2009
1
Project Management to Project Governance , Knowledge Management &
Productivity as Integral part of IT Governance "
Prof. K. Subramanian
IT Adviser to CAG of India
&
Prof. & Director, Advanced center for Informatics & Innovative Learning, IGNOU
10th January 2009
2
PM Governance: Enables to rapidly move up
the e-Governance Evolution Staircase
Strategy/Policy
People
Process
Technology
3. Transaction
Competition
Confidentiality/privacy
Fee for transaction
E-authentication
Self-services
Skill set changes
Portfolio mgmt.
Sourcing
Inc. business staff
BPR
Relationship mgmt.
Online interfaces
Channel mgmt.
Legacy sys. links
Security
Information access
24x7 infrastructure
Sourcing
Funding stream allocations
Agency identity
?Big Browser?
Job structures
Relocation/telecommuting
Organization
Performance accountability
Multiple-programs skills
Privacy reduces
Integrated services
Change value chain
New processes/services
Change relationships
(G2G, G2B, G2C, G2E)
New applications
New data structures
Time
2. Interaction
Searchable
Database
Public response/
email
Content mgmt.
Increased
support staff
Governance
Knowledge mgmt.
E-mail best prac.
Content mgmt.
Metadata
Data synch.
Search engine
E-mail
1. Presence
Publish
Existing
Streamline
processes
Web site
Markup
Trigger
4. Transformation
Cost/
Complexity
Define policy and
outsource execution
Retain monitoring and control
Outsource service delivery staff
Outsource process execution staff
Outsource customer
facing processes
Outsource backend processes
Applications
Infrastructure
Value
5. Outsourcing
Constituent
Evolve PPP model
10th January 2009
3
TEN Myths of PM
? #1: Seasoned project managers planned for it. That is, they pursued an
educational path that resulted in the official title of Project Manager.
? #2: The best project managers are those that are certified or have a degree in it.
? #3: We can tell that a project is destined for trouble once it is really cranking
along.
? #4: The principle role of the project manager is to ensure that the schedule is
met.
? #5: Project management is just the science of figuring out where to apply your
heroes, versus where to apply the rookies.
? #6: A seasoned project manager is a silver bullet.
? #7: The best project managers are those that are promoted from within the
technical ranks of the organization.
? #8: Project management is just a more acceptable term for micro-management.
? #9: Project management is just the next management fad.
? #10: Project management is rigidly based on processes and prescribed
documentation. As such, it'll take more time to get anything done.
10th January 2009
4
Some More Powerful Myths of PM
? 1.Project workers are slaves
? 2: The plan predicts the future
? 3: Better safe than sorry
? 4: The methods work.
? 5: The manager motivates
? 6: Tidiness matters.
? 1.We don’t have time to
back track
? 2. Working well together
is fluff stuff
? 3.Document only what the
boss wants to see
? 4.Don’t beat a dead horse
? 5.That’ll Never Fly Here
10th January 2009
5
Governance Dimensions
Effective Project Governance Requires:
? well defined structures to enable and support the business delivery of projects
? clear roles, accountabilities and responsibilities
? project-related policies to provide the ?ground-rules‘ for projects
? the knowledge of what to do and how to do it
? the measures or metrics to know if the project has been successful
? a consistent set of enabling and supporting processes
10th January 2009
6
Project Governance –Issues &
Challenges
? Operational Integration
? Professional Integration (HR)
? Emotional/Cultural Integration
? ICT & Business Integration
? Quality-Price-Customization/Personalization
Integration
10th January 2009
7
Projects Governance Imperatives
? Without active, directed and informed project
governance projects are doomed to under deliver.
? Projects are established to implement change.
Organizations are set up not to change
? Delivery of the business results is the pre-requisite to
the delivery of the business benefits and value.
10th January 2009
8
Project Governance Vs Project Team
? The project team is in control of and can manage the project
(under the governance team‘s guidance) and deliver the
project‘s results. However, it is not in control of the business
and, therefore, cannot deliver the business results without the
assistance of the business through the governance team.
? Project governance‘s primary role is one of action (not control)
— to ensure the project is successfully implemented and
integrated into the business‘ operations, sustained, and the
associated benefits are realized and ?banked‘.
10th January 2009
9
Research Findings
Business Success & Business Risk
? Effective project governance
– alone could increase the realized value of a project by 10%.
– It also reduces, by at least half, the business risks of the
project not succeeding.
? A project‘s business success,
– is directly proportional to the level of effective project
governance.
– our research has found governance ?effectiveness‘ to be a
rare commodity.
10th January 2009
10
Project Governance
Skill Balancing & Education
? Few executives in governance roles have the
necessary skills, knowledge and experience
? Few executives have had any formal training in their
project governance roles
? Business executives tend to approach project
governance with good intentions, but with little
governance-specific skills, knowledge and
education. It is assumed by all parties that no such
expertise is needed. This is a false assumption.
10th January 2009
11
What governance actions/inactions
cause projects to fail?
? Wrong personal goals
? Failure to champion the project
? Most governance problems are committed out of
ignorance
? Remoteness from project teams
Governance teams of failed projects often protest, ?We relied
on the information we were provided!? This is no excuse.
A key part of the project governance role is ?managing by
walking around‘ — visiting the project team, talking to the team
members and picking up the ?vibes‘
10th January 2009
12
What are the measures of project
success?
? Wrong perspective — need for a ?business
outcomes‘ focus
? The measure of success is the achievement
of the measurable business outcomes — an
improvement to the business.
? A broader definition of governance ?success‘
needed
10th January 2009
13
Governance Success Vs Project Success
? It is usually assumed that the governance measures
of success are the same as the project‘s measures
and, therefore, implementing the project equals a
?successful project‘. This is a misconception
? This becomes clear to governance teams when they
are taken through a process to identify:
– their measures of success
– their measures of failure
– and the organization‘s measures of success of their project
10th January 2009
14
Organization’s measures
of success
A seamless transition
It to be easier to access information
Better quality of information
Centre to be responsive
Managerial importance to be
recognized in service levels
The regions still own the results
They know and understand how
the process works Notice how
limited the project‘s measures of
success are!
Focusing on meeting all of these
measures of success is an
important project governance team
role.
Governance team
measures of success
Delivering lower costs and
efficiency savings so that the
business sees the outcomes as
valuable
Improving the quality of reporting
in terms of accessibility, integrity,
consistency and ease of use
Being seen to have delivered a
consistent or enhanced service
Being a silent contributor to
process improvement —
reducing costs and providing a
more effective overlay function
Receiving strong management
support across the business
Standardizing nationally, ETC
Project measures of
success
Establishment of a working
national centre for
accounting services
Decommissioning regional
accounting positions and
roles
Meeting the set SLAs within
three months of the takeover
of each state
Standardizing the reporting
formats and accounting
treatments nationwide
Eliminating duplicate tasks
and processes
ETC
10th January 2009
15
Governance through Leadership
? Leadership is any behavior that
develops or uses power to influence
other peoples‘ behavior. It is used by
management to achieve enthusiastic,
willing, zealous participation of
followers to accomplish the
organization‘s objectives
10th January 2009
16
MEDIATING FACTORS:
Environment
Culture
Structure
Standard Procedures
Politics
Management Decisions
Chance
ORGANIZATIONS & ICT
ORGANIZATIONS
INFORMATION
TECHNOLOGY
10th January 2009
17
Cases
Project Governance Analytics
? Indian Railways-PRS
? Bhoomi-Karnataka‘s Land records Project
? LOKVANI-UP Grievances Addressal Project
? GyanDOOT- MPs Tribal Literacy Project
? DMRC Metro Rail Project
10th January 2009
18
Changing role
Project Management in IS/IT in Enterprises
? IS/IT project management earlier considered as budgeting exercise in
the planning phase,time keeping effort in the tracking stage and didn‘t
embrace critical path concepts
? Today Enterprise handles fundamentally multi projects
? Both development and non development work should be treated
? Resource Utilization IS AS IMPORTANT AS TASK AND PROJECT
COMPLETION
? Many IS/IT projects are abandoned before Completion
? There are many repetitive projects including maintenance and support
? Project work is budgeted, usually on an annual basis
10th January 2009
19
Success & Failure Analysis
Multi sector-Multi location-Multi stakeholders Projects Lessons
Learned
1. Four Dimensions
– 1.Process Dimension
– 2.People Dimension
– 3. Technology Dimension
– 4. Resource Dimension
2.Automation to Transformation & Output based to
Outcome Based
3. Service is paramount & Process is subordinate
?Focus on Services, Service Levels
4.BPR- Choose carefully between Incremental Approach
& Radical Approach keeping Customer-friendliness,
Efficiency & Effectiveness
10th January 2009
20
Success & Failure Analysis
Multi sector-Multi location-Multi stakeholders Projects
Lessons Learned
Four Dimensions
? 1.Process Dimension? Translate to Transform
?2.People Dimension?
– Inform them, Involve them & Incentivize adoption
– Design an appropriate Change Management Strategy
– Capacity Building-
? Policy Level
Management Level
Operational Level
? Project Development? Conceptualize, Architect, Design
– Leadership?
Leaders can ..
Create Vision ..
Prioritize ..
Take Hard Decisions &
Tolerate Failure
10th January 2009
21
Success & Failure Analysis
Multi sector-Multi location-Multi stakeholders Projects
Lessons Learned
?3. Technology Dimension
– Prescribe & Follow
Open Standards and Open
Technologies for Competitiveness &
Sustainability and reduce TCO
– Design Systems for
Scalability
Reliability
Security
10th January 2009
22
Success & Failure Analysis
Multi sector-Multi location-Multi stakeholders Projects
Lessons Learned
?4. Resource Dimension
– Sustainability is a Key Concern
– Design an Implementation Model for Sustainability ...
- Financial
- Organizational
- Legal
- Technological
– Combine PPP-
? Combine Efficiency & Customer Orientation
with Accountability
? Service Level Agreements can be effective in measuring Quality of Service-- Create a
framework for Service Level Management
? User Charges can be a
powerful resource-- Ensure Sustainability &
Value for Money
? Allocate Risks judiciously .. to the party that can take it best
10th January 2009
23
Plan to Fail Analysis Projects
People failure
Decision making Failure
Design & Definition Failures
Project Discipline Failures
Standardization Failure
Costing Failure
Supplier Management Failures
HCI & System Usability Failure
Sustainability Failure (PPP)
Change Management/Impact failure
Technology Management & Management of Technology Failure
10th January 2009
24
Fail to Plan Analysis Projects
? Needs more Managerial focus
? Projects needs to be supplemented with organizational
change issues and organizational politics.
? The scale and complexity of organizational change
proposed by projects necessitates a managerial rather
than technical approach
? Addressing the Socio-Cultural Aspects
10th January 2009
25
Reasons of Failure of Projects
? Supplier Management Failures
? Project Discipline Failures
? Design & Definition Failures
? Decision Making Failures
? People Failure
10th January 2009
26
Assurance Framework Model for PPP
10th January 2009
27
Managing Project Interdependencies
Critical in (eServices)
? Infrastructure characteristics (Organizational,
operational, temporal, spatial)
? Environment (economic, legal /regulatory, technical,
social/political)
? Coupling and response behavior (adaptive, inflexible,
loose/tight, linear/complex)
? Type of failure (common cause, cascading, escalating)
? Types of interdependencies
(Physical, cyber, logical, geographic)
? State of operations
(normal, stressed /disrupted, repair/restoration)
10th January 2009
28
Knowledge Acquired, Lessons Learned & Future
Directions-I
? Implementation Through Committed Leadership (Integrating Polity
and Bureaucracy) From Vision? Mission ?Implementation--
>Impact study->Improvisation
? Create affordable robust ICT infrastructure and adapt System
Usability concepts
? Adapt standards for interoperability and Integratability
? Sustainable and affordable solutions: Cost Effectiveness –> e-
initiatives should pay for themselves
? Information bases are to be integrated, auditable and verifiable
and consistent and information integrity to be assured as
Government as One, cutting the barriers of Business of allocation
10th January 2009
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Knowledge Acquired, Lessons Learned
& Future Directions-II
? Adapting a well planned ?change management? drive
? Projectisation of IT & Good IT Projects management
? Employment Generation through Entrepreneurship
Implementation approaches (From Visioning to Completion)
– Rapid prototyping
– Citizen Centric initiatives roll out approach
– Governance - Managed Approach
– Rapid replication after pilot success--Take mature steps to rapidly
move up the e-Governance Evolution Staircase (attaining maturity)
– Assure Quality and ensure front end web-enablement and backend
integration.
10th January 2009
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With good planning and judicious choices of solutions to lower
operating cost, these objectives can be achieved without significantly
increasing expenditure.
? Conduct centralized planning and coordination but
decentralize implementation
? Update Legislature where necessary to reflect new
realities and capabilities
? Reengineer to reduce inefficiencies
? Standardize to enable reuse of assets
? Tap into best practices codified in ERP packages
? Invest in Enterprise-class architectures
? Share infrastructure and services
? Partner the private sector (PPP)
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10th January 2009
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Four Mantras of Good Project Governance
? From Vision? Mission ?Implementation-->Impact study-
>Improvisation
? Projects? Formulate, Architect, Design & Construct,
Comprehensive Multi-tier Review, Monitoring & Feedback
control
? Collaborate, Communicate, Cooperate, Cowork & co-
exist
? IN PM, Logical Process Integration (ERP) superimposed
with BI makes the Enterprise a creative and Innovative
?A mature accountable, transparent and Open Enterprise
10th January 2009
32
06/29/06 32
?Institutional framework
?Technological
framework
?Financial framework
?Legal Framework
10th January 2009
33
Ten Commandments for Survival
? Manage Knowledge
? Make decisions
? Be customer centric
? Manage Talents
? Manage Collaboration
? Build the right structure
? Manage Communications
? Set and adapt Global Standards
? Develop Leadership (to create wealth legally and ethically)
10th January 2009
34
Striving for Project Governance
Global Excellence Using ICE
Excellence is the result of
?Caring more than others think is Wise
?Risking more than others think is safe
?Dreaming more than others think is
Practical
?Expecting more than others think is
Possible
?Imagining the Unimagined
10th January 2009
35
06/29/06 35 NPC Sikkim May 2006
10th January 2009
36
Create a Brave New World
Where it is
"Not the leaders who Govern
people but it is the people
who let the Leaders Govern
them.”
10th January 2009
37
Innovation, Knowledge Management &
Productivity
10th January 2009
38
GLOBAL SHIFT
World
is
moving towards
Economy of Knowledge
from
Economy of Goods
10th January 2009
39
Transition ? Information Economy to Digital Economy
Peter Drucker ?Glider
Digital Economy
Task for a worker is
how to do the job
better
PETER DRUCKER
Network Economy
Not how to do the jobs
right,
but what is the right job
to do
GLIDER
10th January 2009
40
Knowledge Is Power
Performance of Organisations
? What's the path to better learning, better
collaboration, and a better way to measure
how well or poorly an organization is
performing?
? For many organizations, the answer is
Knowledge Management.
10th January 2009
41
Reform Agenda:
QoL Scorecards
Productivity, Competition
Gov Outcomes
10th January 2009
42
Societal Driving Factors
? Content
? Community
? Commerce
? Context
? Communication
? Collaboration
? Products
? Price
? Packaging
? Penetration
? Protection
? Pace
10th January 2009
43
Competition in Global Arena
? Skills
? Talents
? Investments
? Markets
? Go beyond Efficiency and Productivity
? Create and attract new Enterprises
? Innovate rather than Imitate
10th January 2009
44
Innovation & Productivity through ICE
Technologies
? Quantity, Quality, Customization/Personalization & Price are
equal
? Better Packaging and Integration of Services
? Efficient Delivery and Distribution Management
? TCO minimized & ROI Increased
? Stronger Brand Imaging and better Innovative & effective
Marketing
? Better CRM and CEM
? Better SCM & ERM
? Better HRM (Innovative New Generation HR Policies for
Growth & Employee Retention)
? Creation, Evaluation and selection of appropriate, affordable &
sustainable Technologies
10th January 2009
45
The Future?Win-Win Situation
Needs
?Brain
?Talent
?Culture
?Creativity
?Speed
10th January 2009
46
KNOWLEDGE WORK
• Should have Autonomy & Associated
Responsibility
• Continuous Innovation should be
built into the KW’s Job.
• Continuous Learning & Continuous
Teaching should be part of the Job
• Judgments rather than Measures
dominates KWs’ Productivity
10th January 2009
47
KNOWLEDGE WORKERS
VS MANUAL WORKERS
• Own the means of
Production
• Totally Portable and Carry
Enormous Value (ASSET)
• Organization Need them
than they need the
Organization
• Jobs Needs them
• Convert this knowledge into
Performance Productivity &
increase the Capacity of the
Organization
• Carry valuable
Experience
• Knowledge grown
with experience
• Useful only at
their Place of
Work
• They need a Job
Knowledge Workers Manual Workers
10th January 2009
48
A combination of technology, innovation, leadership and
inspired workforce-Ingredients for India Development
? The economic strength is powered by competitiveness
- The competitiveness is powered by knowledge power.
- The knowledge power is powered by Technology and Innovation.
- The Technology and Innovation is powered by Resource Investment.
- The Resource investment is powered by Revenue and Return on Investment.
- The Revenue is powered by Volume and repeat sales through Customer Loyalty.
- The customer loyalty is powered by Quality and value of products.
- Quality and value of products is powered by Employee Productivity and innovation.
- The Employee Productivity is powered by Employee Loyalty, employee satisfaction and
working environment.
- The Working Environment is powered by management stewardship.
- Management stewardship is powered by Invisible leadership
10th January 2009
49
Evaluating KM Strategies
? Cost
? Culture
? Time to Implement
? Productivity
? Knowledge Retention
? People Retention
? Return on Vision
10th January 2009
50
Evaluating KM Strategies
10th January 2009
51
Innovation- a New Definition
? innovation is not just creativity, individual
inspiration, and bright ideas. "It goes way
beyond that. It even goes beyond the
commercialization of novel ideas,
technologies, or products."
10th January 2009
52
Innovation & Business Growth
? businesses understand that their competitive
advantage comes not from cost-cutting
? but from
– competing on the basis of innovation
– distinctive know-how
– and collaborative business relationships
10th January 2009
53
Innovation-What is & NOT?
? innovation will energize business growth and,
when implemented well, will be a powerful
driving force for profit and sustained value.
But there is a need for a clear view of what
innovation is and what it is not.
10th January 2009
54
Innovation is integral part of
Enterprises’ Process Management
? innovation must be seen as a core component of an
organization's growth strategy and must be managed
like any other process within the organization.
? That means
– targets must be set
– funding and resources must be allocated
– skills must be available to convert innovative ideas into
business
– speed up the return on investment
10th January 2009
55
Tools & Technologies for building
Innovation
? Building Innovation
– needs to build imaginative business models,
– creative ways of organizing,
– a culture that sanctions experimentation,
learning, and managed risk.
10th January 2009
56
Innovation To Meet Market Forces &
Needs
? innovation is driven by market pressures and
customer demands.
? innovation is about smarter and faster ways
of solving problems for customers and
meeting market needs more imaginatively.
10th January 2009
57
Consumer’s Behavior
? best innovations come from interactions with
their customers and analyzing their
customers' behavior.
? ‘Reality of Innovation Unzipped' -best
innovations come from interactions with their
customers and analyzing their customers'
behavior--Bickerstaff
10th January 2009
58
Innovation-Funding Beyond
Technology
? companies do not & should not equate innovation
solely with technology, which is only a part of a much
bigger picture.
? Likewise, investment in innovation is not restricted to
– research and development,
– but extends to training and skills development,
– market research, design,
– use of advanced machinery and equipment,
– engineering development,
– and knowledge drawn from licenses and patents.
10th January 2009
59
The Innovation Quest
Innovation must be managed like any other business
process
? No Time for Complacency
? And there are indeed some obstacles that must be overcome if
innovation is to be applied successfully, including risk and the length of
time required to achieve ROI in innovation. Standing out as one of the
most prevalent obstacles --complacency on the internal front, often
brought about paradoxically by the success of existing systems, which
can mask the need to change.
? "The issue of lack of confidence in the company systems, and the lack
of skilled people to execute innovation productively and sustain it,
were identified as significant hurdles to be overcome,"
? "The obstacles of short-term focus and the constant pressure to deal
with the immediate and urgent as opposed to the future were identified
as frequent alibis that can easily stop progress."
10th January 2009
60
Success & Failure of Innovation
? adoption of a scattergun approach to
innovation can produce too many ideas and
a lack of focus on how to deal with them.
? "The perception that 99 percent of ideas fail
was enough for many businesses to place
innovation in the too hard basket"
10th January 2009
61
Rapid Conversion of
Ideas to Business Value
? innovation will not be stopped. It is pervasive,
it is the active ingredient in transforming
business, but it must be managed like any
other business process.
? The challenge is to ensure that there is in
place a repeatable and rapid means of
converting ideas into business value.
10th January 2009
62
Forward Thinking Management
Business Experience
Outcome based approach
? "Business today recognized the need for a disciplined process
where what is learned can be replicated and embedded
systematically in the organization."
? "Coupling ideas and outcomes, and harnessing creative thinking
in a disciplined way to solve a real problem, is new. The challenge
is to ensure that the disciplined process does not destroy creativity
and innovation, which depends on unfettered and divergent
thinking." All of which requires forward-thinking management.
? ?It is confirmed that courage, vision, and leadership are required
for companies to be innovative," Bickerstaff says.
? there is a crucial role for government in helping to overcome the
problems presented by compliance requirements, regulations, and
some bureaucratic procedures.
10th January 2009
63
Innovation
Businesses & Government Role
? "Innovation only results in sustained productivity and prosperity
for both companies and nations when it involves transforming
the way business is done. This is a challenge that the leaders
of both business and government share," says the foundation's
Kennedy. "To take Australia's innovation journey forward,
middle market firms believe business and government need to
collaborate to create an environment that helps smart
enterprises innovate - that is pursue new opportunities and
manage the risks and uncertainties that are inherent in any
innovation."
10th January 2009
64
?FOR FURTHER
INFORMATION PLEASE
CONTACT :-
?E-MAIL: [email protected]
[email protected]
?91-11-23219587
?Fax:91-11-23217004
?Office of the CAG,
?10, B.Z. Marg,
?New Delhi-110002
Let all of us work together to make India a Developed Nation
IT Governance is part of Corporate Good Governance
doc_674949144.ppt
Seasoned project managers planned for it. That is, they pursued an educational path that resulted in the official title of Project Manager.
10th January 2009
1
Project Management to Project Governance , Knowledge Management &
Productivity as Integral part of IT Governance "
Prof. K. Subramanian
IT Adviser to CAG of India
&
Prof. & Director, Advanced center for Informatics & Innovative Learning, IGNOU
10th January 2009
2
PM Governance: Enables to rapidly move up
the e-Governance Evolution Staircase
Strategy/Policy
People
Process
Technology
3. Transaction
Competition
Confidentiality/privacy
Fee for transaction
E-authentication
Self-services
Skill set changes
Portfolio mgmt.
Sourcing
Inc. business staff
BPR
Relationship mgmt.
Online interfaces
Channel mgmt.
Legacy sys. links
Security
Information access
24x7 infrastructure
Sourcing
Funding stream allocations
Agency identity
?Big Browser?
Job structures
Relocation/telecommuting
Organization
Performance accountability
Multiple-programs skills
Privacy reduces
Integrated services
Change value chain
New processes/services
Change relationships
(G2G, G2B, G2C, G2E)
New applications
New data structures
Time
2. Interaction
Searchable
Database
Public response/
Content mgmt.
Increased
support staff
Governance
Knowledge mgmt.
E-mail best prac.
Content mgmt.
Metadata
Data synch.
Search engine
1. Presence
Publish
Existing
Streamline
processes
Web site
Markup
Trigger
4. Transformation
Cost/
Complexity
Define policy and
outsource execution
Retain monitoring and control
Outsource service delivery staff
Outsource process execution staff
Outsource customer
facing processes
Outsource backend processes
Applications
Infrastructure
Value
5. Outsourcing
Constituent
Evolve PPP model
10th January 2009
3
TEN Myths of PM
? #1: Seasoned project managers planned for it. That is, they pursued an
educational path that resulted in the official title of Project Manager.
? #2: The best project managers are those that are certified or have a degree in it.
? #3: We can tell that a project is destined for trouble once it is really cranking
along.
? #4: The principle role of the project manager is to ensure that the schedule is
met.
? #5: Project management is just the science of figuring out where to apply your
heroes, versus where to apply the rookies.
? #6: A seasoned project manager is a silver bullet.
? #7: The best project managers are those that are promoted from within the
technical ranks of the organization.
? #8: Project management is just a more acceptable term for micro-management.
? #9: Project management is just the next management fad.
? #10: Project management is rigidly based on processes and prescribed
documentation. As such, it'll take more time to get anything done.
10th January 2009
4
Some More Powerful Myths of PM
? 1.Project workers are slaves
? 2: The plan predicts the future
? 3: Better safe than sorry
? 4: The methods work.
? 5: The manager motivates
? 6: Tidiness matters.
? 1.We don’t have time to
back track
? 2. Working well together
is fluff stuff
? 3.Document only what the
boss wants to see
? 4.Don’t beat a dead horse
? 5.That’ll Never Fly Here
10th January 2009
5
Governance Dimensions
Effective Project Governance Requires:
? well defined structures to enable and support the business delivery of projects
? clear roles, accountabilities and responsibilities
? project-related policies to provide the ?ground-rules‘ for projects
? the knowledge of what to do and how to do it
? the measures or metrics to know if the project has been successful
? a consistent set of enabling and supporting processes
10th January 2009
6
Project Governance –Issues &
Challenges
? Operational Integration
? Professional Integration (HR)
? Emotional/Cultural Integration
? ICT & Business Integration
? Quality-Price-Customization/Personalization
Integration
10th January 2009
7
Projects Governance Imperatives
? Without active, directed and informed project
governance projects are doomed to under deliver.
? Projects are established to implement change.
Organizations are set up not to change
? Delivery of the business results is the pre-requisite to
the delivery of the business benefits and value.
10th January 2009
8
Project Governance Vs Project Team
? The project team is in control of and can manage the project
(under the governance team‘s guidance) and deliver the
project‘s results. However, it is not in control of the business
and, therefore, cannot deliver the business results without the
assistance of the business through the governance team.
? Project governance‘s primary role is one of action (not control)
— to ensure the project is successfully implemented and
integrated into the business‘ operations, sustained, and the
associated benefits are realized and ?banked‘.
10th January 2009
9
Research Findings
Business Success & Business Risk
? Effective project governance
– alone could increase the realized value of a project by 10%.
– It also reduces, by at least half, the business risks of the
project not succeeding.
? A project‘s business success,
– is directly proportional to the level of effective project
governance.
– our research has found governance ?effectiveness‘ to be a
rare commodity.
10th January 2009
10
Project Governance
Skill Balancing & Education
? Few executives in governance roles have the
necessary skills, knowledge and experience
? Few executives have had any formal training in their
project governance roles
? Business executives tend to approach project
governance with good intentions, but with little
governance-specific skills, knowledge and
education. It is assumed by all parties that no such
expertise is needed. This is a false assumption.
10th January 2009
11
What governance actions/inactions
cause projects to fail?
? Wrong personal goals
? Failure to champion the project
? Most governance problems are committed out of
ignorance
? Remoteness from project teams
Governance teams of failed projects often protest, ?We relied
on the information we were provided!? This is no excuse.
A key part of the project governance role is ?managing by
walking around‘ — visiting the project team, talking to the team
members and picking up the ?vibes‘
10th January 2009
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What are the measures of project
success?
? Wrong perspective — need for a ?business
outcomes‘ focus
? The measure of success is the achievement
of the measurable business outcomes — an
improvement to the business.
? A broader definition of governance ?success‘
needed
10th January 2009
13
Governance Success Vs Project Success
? It is usually assumed that the governance measures
of success are the same as the project‘s measures
and, therefore, implementing the project equals a
?successful project‘. This is a misconception
? This becomes clear to governance teams when they
are taken through a process to identify:
– their measures of success
– their measures of failure
– and the organization‘s measures of success of their project
10th January 2009
14
Organization’s measures
of success
A seamless transition
It to be easier to access information
Better quality of information
Centre to be responsive
Managerial importance to be
recognized in service levels
The regions still own the results
They know and understand how
the process works Notice how
limited the project‘s measures of
success are!
Focusing on meeting all of these
measures of success is an
important project governance team
role.
Governance team
measures of success
Delivering lower costs and
efficiency savings so that the
business sees the outcomes as
valuable
Improving the quality of reporting
in terms of accessibility, integrity,
consistency and ease of use
Being seen to have delivered a
consistent or enhanced service
Being a silent contributor to
process improvement —
reducing costs and providing a
more effective overlay function
Receiving strong management
support across the business
Standardizing nationally, ETC
Project measures of
success
Establishment of a working
national centre for
accounting services
Decommissioning regional
accounting positions and
roles
Meeting the set SLAs within
three months of the takeover
of each state
Standardizing the reporting
formats and accounting
treatments nationwide
Eliminating duplicate tasks
and processes
ETC
10th January 2009
15
Governance through Leadership
? Leadership is any behavior that
develops or uses power to influence
other peoples‘ behavior. It is used by
management to achieve enthusiastic,
willing, zealous participation of
followers to accomplish the
organization‘s objectives
10th January 2009
16
MEDIATING FACTORS:
Environment
Culture
Structure
Standard Procedures
Politics
Management Decisions
Chance
ORGANIZATIONS & ICT
ORGANIZATIONS
INFORMATION
TECHNOLOGY
10th January 2009
17
Cases
Project Governance Analytics
? Indian Railways-PRS
? Bhoomi-Karnataka‘s Land records Project
? LOKVANI-UP Grievances Addressal Project
? GyanDOOT- MPs Tribal Literacy Project
? DMRC Metro Rail Project
10th January 2009
18
Changing role
Project Management in IS/IT in Enterprises
? IS/IT project management earlier considered as budgeting exercise in
the planning phase,time keeping effort in the tracking stage and didn‘t
embrace critical path concepts
? Today Enterprise handles fundamentally multi projects
? Both development and non development work should be treated
? Resource Utilization IS AS IMPORTANT AS TASK AND PROJECT
COMPLETION
? Many IS/IT projects are abandoned before Completion
? There are many repetitive projects including maintenance and support
? Project work is budgeted, usually on an annual basis
10th January 2009
19
Success & Failure Analysis
Multi sector-Multi location-Multi stakeholders Projects Lessons
Learned
1. Four Dimensions
– 1.Process Dimension
– 2.People Dimension
– 3. Technology Dimension
– 4. Resource Dimension
2.Automation to Transformation & Output based to
Outcome Based
3. Service is paramount & Process is subordinate
?Focus on Services, Service Levels
4.BPR- Choose carefully between Incremental Approach
& Radical Approach keeping Customer-friendliness,
Efficiency & Effectiveness
10th January 2009
20
Success & Failure Analysis
Multi sector-Multi location-Multi stakeholders Projects
Lessons Learned
Four Dimensions
? 1.Process Dimension? Translate to Transform
?2.People Dimension?
– Inform them, Involve them & Incentivize adoption
– Design an appropriate Change Management Strategy
– Capacity Building-
? Policy Level
Management Level
Operational Level
? Project Development? Conceptualize, Architect, Design
– Leadership?
Leaders can ..
Create Vision ..
Prioritize ..
Take Hard Decisions &
Tolerate Failure
10th January 2009
21
Success & Failure Analysis
Multi sector-Multi location-Multi stakeholders Projects
Lessons Learned
?3. Technology Dimension
– Prescribe & Follow
Open Standards and Open
Technologies for Competitiveness &
Sustainability and reduce TCO
– Design Systems for
Scalability
Reliability
Security
10th January 2009
22
Success & Failure Analysis
Multi sector-Multi location-Multi stakeholders Projects
Lessons Learned
?4. Resource Dimension
– Sustainability is a Key Concern
– Design an Implementation Model for Sustainability ...
- Financial
- Organizational
- Legal
- Technological
– Combine PPP-
? Combine Efficiency & Customer Orientation
with Accountability
? Service Level Agreements can be effective in measuring Quality of Service-- Create a
framework for Service Level Management
? User Charges can be a
powerful resource-- Ensure Sustainability &
Value for Money
? Allocate Risks judiciously .. to the party that can take it best
10th January 2009
23
Plan to Fail Analysis Projects
People failure
Decision making Failure
Design & Definition Failures
Project Discipline Failures
Standardization Failure
Costing Failure
Supplier Management Failures
HCI & System Usability Failure
Sustainability Failure (PPP)
Change Management/Impact failure
Technology Management & Management of Technology Failure
10th January 2009
24
Fail to Plan Analysis Projects
? Needs more Managerial focus
? Projects needs to be supplemented with organizational
change issues and organizational politics.
? The scale and complexity of organizational change
proposed by projects necessitates a managerial rather
than technical approach
? Addressing the Socio-Cultural Aspects
10th January 2009
25
Reasons of Failure of Projects
? Supplier Management Failures
? Project Discipline Failures
? Design & Definition Failures
? Decision Making Failures
? People Failure
10th January 2009
26
Assurance Framework Model for PPP
10th January 2009
27
Managing Project Interdependencies
Critical in (eServices)
? Infrastructure characteristics (Organizational,
operational, temporal, spatial)
? Environment (economic, legal /regulatory, technical,
social/political)
? Coupling and response behavior (adaptive, inflexible,
loose/tight, linear/complex)
? Type of failure (common cause, cascading, escalating)
? Types of interdependencies
(Physical, cyber, logical, geographic)
? State of operations
(normal, stressed /disrupted, repair/restoration)
10th January 2009
28
Knowledge Acquired, Lessons Learned & Future
Directions-I
? Implementation Through Committed Leadership (Integrating Polity
and Bureaucracy) From Vision? Mission ?Implementation--
>Impact study->Improvisation
? Create affordable robust ICT infrastructure and adapt System
Usability concepts
? Adapt standards for interoperability and Integratability
? Sustainable and affordable solutions: Cost Effectiveness –> e-
initiatives should pay for themselves
? Information bases are to be integrated, auditable and verifiable
and consistent and information integrity to be assured as
Government as One, cutting the barriers of Business of allocation
10th January 2009
29
Knowledge Acquired, Lessons Learned
& Future Directions-II
? Adapting a well planned ?change management? drive
? Projectisation of IT & Good IT Projects management
? Employment Generation through Entrepreneurship
Implementation approaches (From Visioning to Completion)
– Rapid prototyping
– Citizen Centric initiatives roll out approach
– Governance - Managed Approach
– Rapid replication after pilot success--Take mature steps to rapidly
move up the e-Governance Evolution Staircase (attaining maturity)
– Assure Quality and ensure front end web-enablement and backend
integration.
10th January 2009
30
With good planning and judicious choices of solutions to lower
operating cost, these objectives can be achieved without significantly
increasing expenditure.
? Conduct centralized planning and coordination but
decentralize implementation
? Update Legislature where necessary to reflect new
realities and capabilities
? Reengineer to reduce inefficiencies
? Standardize to enable reuse of assets
? Tap into best practices codified in ERP packages
? Invest in Enterprise-class architectures
? Share infrastructure and services
? Partner the private sector (PPP)
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10th January 2009
31
Four Mantras of Good Project Governance
? From Vision? Mission ?Implementation-->Impact study-
>Improvisation
? Projects? Formulate, Architect, Design & Construct,
Comprehensive Multi-tier Review, Monitoring & Feedback
control
? Collaborate, Communicate, Cooperate, Cowork & co-
exist
? IN PM, Logical Process Integration (ERP) superimposed
with BI makes the Enterprise a creative and Innovative
?A mature accountable, transparent and Open Enterprise
10th January 2009
32
06/29/06 32
?Institutional framework
?Technological
framework
?Financial framework
?Legal Framework
10th January 2009
33
Ten Commandments for Survival
? Manage Knowledge
? Make decisions
? Be customer centric
? Manage Talents
? Manage Collaboration
? Build the right structure
? Manage Communications
? Set and adapt Global Standards
? Develop Leadership (to create wealth legally and ethically)
10th January 2009
34
Striving for Project Governance
Global Excellence Using ICE
Excellence is the result of
?Caring more than others think is Wise
?Risking more than others think is safe
?Dreaming more than others think is
Practical
?Expecting more than others think is
Possible
?Imagining the Unimagined
10th January 2009
35
06/29/06 35 NPC Sikkim May 2006
10th January 2009
36
Create a Brave New World
Where it is
"Not the leaders who Govern
people but it is the people
who let the Leaders Govern
them.”
10th January 2009
37
Innovation, Knowledge Management &
Productivity
10th January 2009
38
GLOBAL SHIFT
World
is
moving towards
Economy of Knowledge
from
Economy of Goods
10th January 2009
39
Transition ? Information Economy to Digital Economy
Peter Drucker ?Glider
Digital Economy
Task for a worker is
how to do the job
better
PETER DRUCKER
Network Economy
Not how to do the jobs
right,
but what is the right job
to do
GLIDER
10th January 2009
40
Knowledge Is Power
Performance of Organisations
? What's the path to better learning, better
collaboration, and a better way to measure
how well or poorly an organization is
performing?
? For many organizations, the answer is
Knowledge Management.
10th January 2009
41
Reform Agenda:
QoL Scorecards
Productivity, Competition
Gov Outcomes
10th January 2009
42
Societal Driving Factors
? Content
? Community
? Commerce
? Context
? Communication
? Collaboration
? Products
? Price
? Packaging
? Penetration
? Protection
? Pace
10th January 2009
43
Competition in Global Arena
? Skills
? Talents
? Investments
? Markets
? Go beyond Efficiency and Productivity
? Create and attract new Enterprises
? Innovate rather than Imitate
10th January 2009
44
Innovation & Productivity through ICE
Technologies
? Quantity, Quality, Customization/Personalization & Price are
equal
? Better Packaging and Integration of Services
? Efficient Delivery and Distribution Management
? TCO minimized & ROI Increased
? Stronger Brand Imaging and better Innovative & effective
Marketing
? Better CRM and CEM
? Better SCM & ERM
? Better HRM (Innovative New Generation HR Policies for
Growth & Employee Retention)
? Creation, Evaluation and selection of appropriate, affordable &
sustainable Technologies
10th January 2009
45
The Future?Win-Win Situation
Needs
?Brain
?Talent
?Culture
?Creativity
?Speed
10th January 2009
46
KNOWLEDGE WORK
• Should have Autonomy & Associated
Responsibility
• Continuous Innovation should be
built into the KW’s Job.
• Continuous Learning & Continuous
Teaching should be part of the Job
• Judgments rather than Measures
dominates KWs’ Productivity
10th January 2009
47
KNOWLEDGE WORKERS
VS MANUAL WORKERS
• Own the means of
Production
• Totally Portable and Carry
Enormous Value (ASSET)
• Organization Need them
than they need the
Organization
• Jobs Needs them
• Convert this knowledge into
Performance Productivity &
increase the Capacity of the
Organization
• Carry valuable
Experience
• Knowledge grown
with experience
• Useful only at
their Place of
Work
• They need a Job
Knowledge Workers Manual Workers
10th January 2009
48
A combination of technology, innovation, leadership and
inspired workforce-Ingredients for India Development
? The economic strength is powered by competitiveness
- The competitiveness is powered by knowledge power.
- The knowledge power is powered by Technology and Innovation.
- The Technology and Innovation is powered by Resource Investment.
- The Resource investment is powered by Revenue and Return on Investment.
- The Revenue is powered by Volume and repeat sales through Customer Loyalty.
- The customer loyalty is powered by Quality and value of products.
- Quality and value of products is powered by Employee Productivity and innovation.
- The Employee Productivity is powered by Employee Loyalty, employee satisfaction and
working environment.
- The Working Environment is powered by management stewardship.
- Management stewardship is powered by Invisible leadership
10th January 2009
49
Evaluating KM Strategies
? Cost
? Culture
? Time to Implement
? Productivity
? Knowledge Retention
? People Retention
? Return on Vision
10th January 2009
50
Evaluating KM Strategies
10th January 2009
51
Innovation- a New Definition
? innovation is not just creativity, individual
inspiration, and bright ideas. "It goes way
beyond that. It even goes beyond the
commercialization of novel ideas,
technologies, or products."
10th January 2009
52
Innovation & Business Growth
? businesses understand that their competitive
advantage comes not from cost-cutting
? but from
– competing on the basis of innovation
– distinctive know-how
– and collaborative business relationships
10th January 2009
53
Innovation-What is & NOT?
? innovation will energize business growth and,
when implemented well, will be a powerful
driving force for profit and sustained value.
But there is a need for a clear view of what
innovation is and what it is not.
10th January 2009
54
Innovation is integral part of
Enterprises’ Process Management
? innovation must be seen as a core component of an
organization's growth strategy and must be managed
like any other process within the organization.
? That means
– targets must be set
– funding and resources must be allocated
– skills must be available to convert innovative ideas into
business
– speed up the return on investment
10th January 2009
55
Tools & Technologies for building
Innovation
? Building Innovation
– needs to build imaginative business models,
– creative ways of organizing,
– a culture that sanctions experimentation,
learning, and managed risk.
10th January 2009
56
Innovation To Meet Market Forces &
Needs
? innovation is driven by market pressures and
customer demands.
? innovation is about smarter and faster ways
of solving problems for customers and
meeting market needs more imaginatively.
10th January 2009
57
Consumer’s Behavior
? best innovations come from interactions with
their customers and analyzing their
customers' behavior.
? ‘Reality of Innovation Unzipped' -best
innovations come from interactions with their
customers and analyzing their customers'
behavior--Bickerstaff
10th January 2009
58
Innovation-Funding Beyond
Technology
? companies do not & should not equate innovation
solely with technology, which is only a part of a much
bigger picture.
? Likewise, investment in innovation is not restricted to
– research and development,
– but extends to training and skills development,
– market research, design,
– use of advanced machinery and equipment,
– engineering development,
– and knowledge drawn from licenses and patents.
10th January 2009
59
The Innovation Quest
Innovation must be managed like any other business
process
? No Time for Complacency
? And there are indeed some obstacles that must be overcome if
innovation is to be applied successfully, including risk and the length of
time required to achieve ROI in innovation. Standing out as one of the
most prevalent obstacles --complacency on the internal front, often
brought about paradoxically by the success of existing systems, which
can mask the need to change.
? "The issue of lack of confidence in the company systems, and the lack
of skilled people to execute innovation productively and sustain it,
were identified as significant hurdles to be overcome,"
? "The obstacles of short-term focus and the constant pressure to deal
with the immediate and urgent as opposed to the future were identified
as frequent alibis that can easily stop progress."
10th January 2009
60
Success & Failure of Innovation
? adoption of a scattergun approach to
innovation can produce too many ideas and
a lack of focus on how to deal with them.
? "The perception that 99 percent of ideas fail
was enough for many businesses to place
innovation in the too hard basket"
10th January 2009
61
Rapid Conversion of
Ideas to Business Value
? innovation will not be stopped. It is pervasive,
it is the active ingredient in transforming
business, but it must be managed like any
other business process.
? The challenge is to ensure that there is in
place a repeatable and rapid means of
converting ideas into business value.
10th January 2009
62
Forward Thinking Management
Business Experience
Outcome based approach
? "Business today recognized the need for a disciplined process
where what is learned can be replicated and embedded
systematically in the organization."
? "Coupling ideas and outcomes, and harnessing creative thinking
in a disciplined way to solve a real problem, is new. The challenge
is to ensure that the disciplined process does not destroy creativity
and innovation, which depends on unfettered and divergent
thinking." All of which requires forward-thinking management.
? ?It is confirmed that courage, vision, and leadership are required
for companies to be innovative," Bickerstaff says.
? there is a crucial role for government in helping to overcome the
problems presented by compliance requirements, regulations, and
some bureaucratic procedures.
10th January 2009
63
Innovation
Businesses & Government Role
? "Innovation only results in sustained productivity and prosperity
for both companies and nations when it involves transforming
the way business is done. This is a challenge that the leaders
of both business and government share," says the foundation's
Kennedy. "To take Australia's innovation journey forward,
middle market firms believe business and government need to
collaborate to create an environment that helps smart
enterprises innovate - that is pursue new opportunities and
manage the risks and uncertainties that are inherent in any
innovation."
10th January 2009
64
?FOR FURTHER
INFORMATION PLEASE
CONTACT :-
?E-MAIL: [email protected]
[email protected]
?91-11-23219587
?Fax:91-11-23217004
?Office of the CAG,
?10, B.Z. Marg,
?New Delhi-110002
Let all of us work together to make India a Developed Nation
IT Governance is part of Corporate Good Governance
doc_674949144.ppt