Success and Failure: Governance

Transcription

1 Success and Failure: Governance what's got to do with it? BCS Quality SG 28 October 2014 Carol Long 1

2 BCS Quality SG 28 October 2014 Success definition in projects /programmes Failure impacts and causes Governance what it is and why it applies to projects Agile the importance of good governance 2

3 Success You know when you have it: Good for your career Feels Great! You can just see it in projects But how do you define it? 3

4 Success Stakeholders Satisfaction realising Benefits generating Opportunities on Time within Budget at agreed Quality at optimal Cost delivered to specification 4

5 Failure Failure can be good small/cheap/fast iterations controlled learning and research competitive advantage Otherwise = 5

6 Failure Has consequences: demotivated team churn of methods repeating cycles missed opportunities profitability questions greater pressures and risk in future extended learning curves upset customers requirements and/or expectations not met. 6

7 Agile Allows people to focus on what they do well Progress seen at each step Strong customer engagement Easy to understand Iterative improvement Delivery focused Light touch process Fixed budget Time constrained Responds to change 7

8 Agile May encourage poor discipline in decision making business case and scope management quality management handover documentation and bring real project challenges 8

9 Governance Corporate governance also provides the structure through which the objectives of the company are set, and the means of attaining those objectives and monitoring performance are determined (OECD Principles of Corporate Governance 2004) Many organisation use projects to meet objectives Can t avoid wider governance needs in projects 9

10 Governance of Project Management has 11 Principles, 4 Components: Directing Change Corporate Governance Activities 1. Portfolio Direction 4. Disclosure & Reporting 2. Project Sponsorship 3. Project Management Effectiveness Project Management Activities GoPM Specific Interest Group 10

11 Problem Areas: IT Project Failure Requirements Management Problem Definition Stakeholder Requirements Measurement Risk Management Identification Analysis Planning Action Project Management Estimation Resource Management Change Integration Continuous Innovation Quality Management Education QA = Testing? Software Engineering Architecture Design Coding Testing IT Education and Training User Expectations Narrow Specialist Training and Certification Perception of Poor IT and Software Quality 11

12 Governance Framework for exercising powers clear and open reporting to stakeholders confidence for Compliance Guidance for managing change supports Decision Making Aligns with Corporate governance and Legal operation and more 12

13 Governance Strategy and planning framework Consistent capability and management of change Risk management (process and effectiveness) Operational excellence (quality management, standards, ways of working, methods) Personal effectiveness (selection, training, performance management, culture) 13

14 Governance for Agile Projects Summary behaviours of good governance: A. Success is defined (criteria and measures) early and each action works towards those criteria and measures B. The right people and information are included to make empowered decisions collaboratively C. Clear Responsibilities to deliver quality work that support the self-organising cross-functional teams in Agile projects D. Working relationships are based on trust and support delivery E. All are prepared to challenge each other and information F. Accurate and transparent reporting of progress, risks, issues G. Recording decisions made (and lessons learned) H. Good Communication of decisions for action 14

15 Governance Shows how to win Improves likelihood of good decisions Defines rules to reduce risk Supports a culture of professional discipline Guides reporting to stakeholders Makes space for the craftsman developer 15

16 BCS Quality SG 28 October 2014 Success stakeholders; time, cost, quality Failure impacts and known causes Governance what it is and why it applies to projects, even agile ones Agile the importance of good governance in agile projects 16

17 Questions 17

18 Governance of Project Management booklets on governance, including Directing Change Available on Amazon shortcut: Association for Project Management GoPM Specific Interest Group 18

19 Carol Long Change Strategic and Tactical Programmes and Projects Business Improvement Governance and Quality Governance SIG founder member 19

20 Publicity for this event said Carol has a software background has been using Agile approaches for software and other types of project with success for a decade or more. She has also seen agile projects go badly wrong. As a consultant and interim manager, Carol has provided assurance and worked with senior managers in large multi-nationals (like Philips and Infor), in the UK public sector and in smaller enterprises to put challenged projects back on the right track. This lead her to a study of what makes projects fail or deliver successfully which has covered quality management, engineering, business management and many aspects of programme and project portfolio management. She is convinced that governance and working discipline are more important than many realise. She is also an advocate for software craftsmanship so how do the two ideas (governance associated with control and the professional freedoms of craftsmanship) sit comfortably? Come and find out! While Carol is at heart a practitioner and is Professional Services Manager for Advanced NFP, she has contributed to the project management body of knowledge with publications for APM and the PMI BoK. Carol is a Fellow of BCS, a Chartered Engineer, was a founder member of BCS Women and is a committee member of the BCS Quality SIG. Carol holds MSP Advanced Practitioner, PRINCE2 Practitioner and postgraduate qualifications in management. 20