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MANAGING PROJECT, Non-IT managers must hold team accountable for…
MANAGING PROJECT
WHY IT PROJECTS BECOME BUSINESS FAILURES
Causes of Failure
Unneeded complexity
Causes: Ballooning scope - One system tries to do too much
Silent non-IT managers
A failure to make one tradeoff - Fast, cheap or good - Explicit
Ambiguous business goals
Poor biz-IT communication cause the wrong system
THE ART OF LEAN PROJECT MANAGEMENT
Lean Idea
Short Iterations
Clears misunderstanding earlier
Uncovers latent needs
Series of iterative sprints, 2-6 weeks apart
Less Code
Bakes in quality and curbs costs in two ways
Software with more code is buggier
100-150 errors/KLOC + 50% best-case bug squashing during testing
Lesser code lowers upfront development costs ($15 - $40/LOC)
Implemented using the 80/20 rule and short iterations
Other lean-enabling ideas
Continuous integration
Constant automated testing
Active Business Participation
Authorized to decide
Committed to decide
Representative of biz users
Knowledgeable
Collaborative
Lean Payoffs: Better, Faster, Cheaper
Assumes
Business users can't articulate an IT project's requirements
Success only in their eyes
RISK BEYOND NON-IT MANAGERS' CONTROL
Underestimation of time and money
Smaller commitments more likely to be approved
Estimation is more an art than science
Use of immature technology in a project
PM only tackles ambiguity but uncertainty requires real options thinking
ANTIDOTES
Curb scope
Tame scope using 80/20 rule
MoSCoW rule applied to requirements by non-IT managers
W
ont-have this time, but maybe later
Co
uld-have, but not critical
S
hould-have
M
ust-have
Accountability without Micromanagement
Four Element
Promise
Will it help do something better, faster or cheaper
Time to impact
After project completion (years/months)
Intended impact
Operational, strategic or financial
Change metric
Dollars, percentages or time
A project's Measurable Organizational Value(MOV) must come the business side
Collaborative, involving all project stakeholders
Ensures IT folks are evaluated first as business people
Must balance what's ideal and realistic
Dicover business goals
Tech evolves
Regulations change
Competitors actions
Business needs change
Non-IT managers must hold team accountable for delivering business benefits
Attempting too much, with too little or too fast
C-R-A-C-K Business Team Members