Dreams, Wants, Needs and Realities: A Three Year Review of TARDIS

Transcription

1 The Project and Knowledge Management Professionals Dreams, Wants, Needs and Realities: A Three Year Review of TARDIS Graham Durant-Law and Pat Byrne actkm Conference October 2006 Copyright HolisTech 2006 The Project and Knowledge Management Professionals 1

2 The Project and Knowledge Management Professionals Explaining TARDIS Copyright HolisTech 2006 The Project and Knowledge Management Professionals 2

3 How We Define It TARDIS is an information and knowledge framework comprising eight dynamic, evolutionary and interlinked components that are developed and evolved as resources permit and priorities demand. CDG TARDIS TARDIS Data & Document Management TARDIS Financials TARDIS Schedules TARDIS Web TARDIS Reports TARDIS Stakeholder Management TARDIS Business Process Support TARDIS Training and Support Electronic Documents Project Project DSN Project Reports Information Interfaces Manuals Formal Training Hard Copy Documents PDF Committee DRN Business Metrics Working Groups Processes / Procedures TARDIS Help Desk DOORS Rel DB (SQL Server) CSF Operating Funds Other WWW Other IPTs Templates / Instructions Governance / Compliance TARDIS Project Management Portal (SharePoint) Meetings / Workshops Metrics Collection Copyright HolisTech 2006 The Project and Knowledge Management Professionals 3

4 What That Actually Means the broad vision exists we are pro-active in aligning our tasks to the vision we keep the broad vision in sight we plan 2-8 weeks ahead we are reactive to the organisation we engage the organisation we commit to what can be delivered we maintain the framework but modify if required we deliver what we commit to we prioritise components we actually help Copyright HolisTech 2006 The Project and Knowledge Management Professionals 4

5 Characterised By 300+ projects > $20m managed or monitored $50bn of projects in the pipeline 40% to 50% turnover of staff annually 90% male 80% military High education levels tertiary (masters) Three networks (restricted, secret and top secret) Aging software Reporting overhead Political interest High profile Significant impact of decisions Portfolio vs Program vs Project Copyright HolisTech 2006 The Project and Knowledge Management Professionals 5

6 The Project and Knowledge Management Professionals What the Dream Was Copyright HolisTech 2006 The Project and Knowledge Management Professionals 6

7 Functional Needs Executives Performance / Requirements Projects Capabilities Schedule Cost Staff Copyright HolisTech 2006 The Project and Knowledge Management Professionals 7

8 Non-Functional Needs / Constraints Information management approach it is the information that is valuable not the tool Portal concept for virtual workspaces No new software only software available under Defence corporate agreements to be used No coding beyond the application level no tailor made applications that the consultants have to support use inherent functionality of application CDE Staff to manage the system do not want consultants on for ever Copyright HolisTech 2006 The Project and Knowledge Management Professionals 8

9 The Project and Knowledge Management Professionals What the Wants and Needs Were Copyright HolisTech 2006 The Project and Knowledge Management Professionals 9

10 Delivery on Outputs Quality outputs On-time delivery of outputs Know delays if they occur Financial compliance and management Multi-dimensional views of outputs Best practice Build information artefacts from existing information Manage business Report on business People environment Copyright HolisTech 2006 The Project and Knowledge Management Professionals 10

11 The Project and Knowledge Management Professionals What the Reality Was, Is and Will Be A Modular View Copyright HolisTech 2006 The Project and Knowledge Management Professionals 11

12 What the Reality Was Copyright HolisTech 2006 The Project and Knowledge Management Professionals 12

13 Messy Sometimes Chaotic No Structure Islands Little Help No Knowledge Connectivity Few Systems Copyright HolisTech 2006 The Project and Knowledge Management Professionals 13

14 What the Reality Is Copyright HolisTech 2006 The Project and Knowledge Management Professionals 14

15 Order Mostly Good Structure Groups Good Help Some Knowledge Connections Useful Systems Copyright HolisTech 2006 The Project and Knowledge Management Professionals 15

16 What the Reality Will Be Copyright HolisTech 2006 The Project and Knowledge Management Professionals 16

17 Mostly Order Controlled Chaos Good Structure Groups + Creative Space More Help + Communities Many Connections + More Services Fewer Systems + Multi-Dimensional + Flexibility Copyright HolisTech 2006 The Project and Knowledge Management Professionals 17

18 The Project and Knowledge Management Professionals What the Reality Was, Is and Will Be A Longitudinal View Copyright HolisTech 2006 The Project and Knowledge Management Professionals 18

19 Structure Copyright HolisTech 2006 The Project and Knowledge Management Professionals 19

20 Was WAS IS WILL BE No Structure Consultants uncontrolled access No-one ever removed No file naming convention Lost data common No compliance Frustration Group Drive was free for all No project was the same No organisation was complete Work on personal drive No access to data No search capability Copyright HolisTech 2006 The Project and Knowledge Management Professionals 20

21 Is WAS IS WILL BE Good Structure Controls Taxonomies Open access Search Data recoverable No compliance Rigid Still Group drive Copyright HolisTech 2006 The Project and Knowledge Management Professionals 21

22 Will Be WAS IS WILL BE Good Structure Controls Taxonomies Open access Search Data recoverable + Creative Space Compliance Flexible Portal based Personal work space Corporate workspace Copyright HolisTech 2006 The Project and Knowledge Management Professionals 22

23 Our Journey WAS IS WILL BE No Structure Good Structure Good Structure + Creative Space Personal drives Chaos Group drive Structure Structured and unstructured portals Copyright HolisTech 2006 The Project and Knowledge Management Professionals 23

24 Communities Copyright HolisTech 2006 The Project and Knowledge Management Professionals 24

25 Was WAS IS WILL BE Islands Islands of information No access Little cross pollination Some closed areas legitimate No sharing Little understanding across islands Despair at times Copyright HolisTech 2006 The Project and Knowledge Management Professionals 25

26 Is WAS IS WILL BE Groups Good access Some cross pollination Some sharing of information Better understanding within and between groups Still want better - hope Some closed areas still legitimate Copyright HolisTech 2006 The Project and Knowledge Management Professionals 26

27 Will Be WAS IS WILL BE Groups Good access Encouraging of cross pollination Encouraging of sharing of information Legitimate communities across outputs and processes Some closed areas still legitimate + Communities Copyright HolisTech 2006 The Project and Knowledge Management Professionals 27

28 Our Journey WAS IS WILL BE Islands Groups Groups + Communities Non-sharing Despair Sharing Hope Communities Encourage Interaction Copyright HolisTech 2006 The Project and Knowledge Management Professionals 28

29 Knowledge Connections Copyright HolisTech 2006 The Project and Knowledge Management Professionals 29

30 Was WAS IS WILL BE No Knowledge Connectivity Little definition of the entities (capabilities, projects, etc) Little understanding of the relationships between entities No way of recording relationships except documents No way of illustrating relationships No dynamic management possible No ability to model the impact of decisions Limited feedback of decision making Little portfolio and program reporting Copyright HolisTech 2006 The Project and Knowledge Management Professionals 30

31 Is WAS IS WILL BE Some Knowledge Connections Some definition of the entities (capabilities, projects, etc) Better understanding of the relationships between entities Way of recording relationships but not being used well Way of illustrating relationships but not being used Dynamic management possible but not being used No ability to model the impact of decisions Limited feedback of decision making Static and single dimension reporting Copyright HolisTech 2006 The Project and Knowledge Management Professionals 31

32 Will Be WAS IS WILL BE Entities defined (capabilities, projects, etc) Agreed understanding of the relationships between entities Relationships recorded and dynamically maintained Relationships modelled and used as required Many Connections + Multi-Dimensional Managed dynamically Do what ifs on decision making Multi-dimensional reporting across the project dimensions Copyright HolisTech 2006 The Project and Knowledge Management Professionals 32

33 Our Journey WAS IS WILL BE No Knowledge Connectivity Some Knowledge Connections Many Connections + Multi-Dimensional Limited understanding Limited reporting Understanding but limited agreement Static and single dimension reporting Dynamic multidimensional view Modelling Copyright HolisTech 2006 The Project and Knowledge Management Professionals 33

34 Systems Copyright HolisTech 2006 The Project and Knowledge Management Professionals 34

35 Was WAS IS WILL BE Few Systems Corporate systems only No financial budgeting system No scheduling system for projects Out of date and chaotic intranet No web presence No requirements management system for projects No overview of progress No reporting system No system to handover to downstream organisations No way of fixing it Copyright HolisTech 2006 The Project and Knowledge Management Professionals 35

36 Is WAS IS WILL BE Useful Systems Corporate systems now supporting Financial budgeting system in place Scheduling system for projects in place Intranet is best practice Web presence is leading Requirements management system for projects Some overviews of progress Embryonic reporting system Organisational interface working groups Organisation dedicated to fixing Copyright HolisTech 2006 The Project and Knowledge Management Professionals 36

37 Will Be WAS IS WILL BE Corporate systems integrated Financial budgeting system matured Scheduling system for projects matured Intranet linked with portals Web presence remains leading Fewer Systems + Flexibility Requirements management system comprehensive Progress dashboard Reporting system generated from work Seamless organisational interfaces On-site maintenance Portal and database structure Copyright HolisTech 2006 The Project and Knowledge Management Professionals 37

38 Our Journey WAS IS WILL BE Few Systems Useful Systems Fewer Systems + Flexibility No systems Chaotic management Many systems Some best practice Integrated systems Portal/database Copyright HolisTech 2006 The Project and Knowledge Management Professionals 38

39 Help Copyright HolisTech 2006 The Project and Knowledge Management Professionals 39

40 Was WAS IS WILL BE Little Help IT Help only Not responsive Little understanding of how to engage help Inability to bridge understanding between business and technology needs Frustration Despair Copyright HolisTech 2006 The Project and Knowledge Management Professionals 40

41 Is WAS IS WILL BE Good Help IT Help and systems help Instant response No formal process of engagement pop around Interprets the business need for the IT staff Provides the technology answers for business staff Develops requirements Builds systems Lots of hope Copyright HolisTech 2006 The Project and Knowledge Management Professionals 41

42 Will Be WAS IS WILL BE More Help IT Help only and systems help Instant response No formal process of engagement pop around Interprets the business need for the IT staff Provides the technology answers for business staff Develops requirements Builds systems + More Services Business process help Project development help Facilitation and techniques help Corporate memory on some aspects Copyright HolisTech 2006 The Project and Knowledge Management Professionals 42

43 Our Journey WAS IS WILL BE Little Help Good Help More Help + More Services IT Help Formal process Responsiveness Easy to use Project knowledge office Project management office Copyright HolisTech 2006 The Project and Knowledge Management Professionals 43

44 The Project and Knowledge Management Professionals Delivery Against Dreams, Wants, Needs 1 = Poor 10 = Good Copyright HolisTech 2006 The Project and Knowledge Management Professionals 44

45 Functional Needs 6 Executives Performance / Requirements 7 Projects Capabilities 6 Schedule Cost 7 Staff Copyright HolisTech 2006 The Project and Knowledge Management Professionals 45

46 Delivery on Outputs Quality outputs On-time delivery of outputs Know delays if they occur Financial compliance and management Multi-dimensional views of outputs Best practice Build information artefacts from existing information Manage business Report on business People environment Copyright HolisTech 2006 The Project and Knowledge Management Professionals 46

47 The Project and Knowledge Management Professionals What We Have Learnt Copyright HolisTech 2006 The Project and Knowledge Management Professionals 47

48 Some Lessons Airy fairy concepts achieve nothing rubber on the road makes a difference and builds credibility. Current KM relies on personal altruism reality is that if KM is implemented in a closed system, some discipline with reward and consequence is required. Knowledge management is a fraught, change management journey you have to stick with it. Need a mix of discipline and creative chaos discipline is the hardest to instil. Turn those who are opposed into change leaders - engage them and address their specific needs. Copyright HolisTech 2006 The Project and Knowledge Management Professionals 48

49 More Lessons KM begins with understanding what data, information and particularly knowledge means for an organisation. Evangelists must be embedded and nurtured throughout the organisation - these evangelists must include people from all levels of the organisation. Complexity and complications abound - everything that is simple in conception is difficult in execution, therefore take small steps and build on them. Manage expectations - particularly manage the unintended consequences. Copyright HolisTech 2006 The Project and Knowledge Management Professionals 49

50 Even More Lessons People will talk a lot - the secret is to actually get them to do something! You need to market the initiative but don t oversell as expectations will not match the reality. Executive buy-in is essential you need three things for project success a champion, a champion and a champion. Executive perseverance and enforcement is key selective non-compliance will become the norm otherwise. Sit..Stand..Walk Run evolve mostly with the occasional revolution. Copyright HolisTech 2006 The Project and Knowledge Management Professionals 50

51 Acknowledgments We would like to thank all the staff within the Capability Development Executive of the Australian Defence Department for all their assistance and their faith in the logic to turn TARDIS into a reality. In particular we would like to thank: LTGEN David Hurley and RADM Matt Tripovich (RAN) for their continued support and vision. Mr Mark Blackburn for his dedicated support, supervision and marketing of TARDIS. We would also like to most gratefully acknowledge our other Team Members Ms Denise McQuire, Ms Shelley Thompson, Mr Jason Kerr, Mrs Catherine Temby and the occasional Mr Ned Noel who, with their bright and happy faces and dedicated work ethic, actually operationalise much of what would otherwise be theory. Copyright HolisTech 2006 The Project and Knowledge Management Professionals 51

52 The Project and Knowledge Management Professionals Discussion Questions Copyright HolisTech 2006 The Project and Knowledge Management Professionals 52