Project Management 2020: Enabling Project Management Capabilities Outside of IT For information, contact Deloitte Touche Tohmatsu Limited.

Transcription

1 Project Management 2020: Enabling Project Management Capabilities Outside of IT For information, contact Deloitte Touche Tohmatsu Limited.

2 Kimberly Crayton Corley, PMP Associate Director Deloitte, Global Technology Services Background 25+ years Information Technology Experience Professional Services Global Outsourcing Entrepreneur Building & Transforming PMOs Passions Inner-city Youth Public education challenges Reading, yoga & travel For information, contact Deloitte Touche Tohmatsu Limited

3 Technology Drivers Behind Business-Led IT For information, contact Deloitte Touche Tohmatsu Limited]

4 Business Leaders Are More Tech Savvy CEOs list technology as critical to achieving their goals. Business depends on specialized technology and is hiring staff with IT experience. Tech-savvy leaders are able to identify technology trends that will improve their business. IT MATTERS! For information, contact Deloitte Touche Tohmatsu Limited

5 IT has limited capacity Makes technology prioritization more challenging Creates a backlog of technology requests Governance processes can slow down delivery of business value For information, contact Deloitte Touche Tohmatsu Limited

6 Business stakeholders are ready to take the leap 75% of Business Partners are willing to lead technology projects CEB -The Future of Corporate IT 42% 72% Emerging project types such as SaaS and collaboration are shifting skills requirements in favor of business expertise PMO wiling to cede more control Business eager to take more control Business organizations spend an additional 20-40% on technology initiatives over and above the IT budget For information, contact Deloitte Touche Tohmatsu Limited.

7 But there are risks Less than optimal vendor pricing Increased exposure to cyber, operational and regulatory risks Lack of project delivery competencies For information, contact Deloitte Touche Tohmatsu Limited

8 If you forget everything else I say For information, contact Deloitte Touche Tohmatsu Limited]

9 Key Takeaways More and more technology projects will be delivered outside of IT. Technology organizations will need to adapt to support business-led delivery of technology projects. Project Management functions can play a key role by proactively partnering with stakeholders to provide a flexible delivery framework and project management support services. Entrepreneurial skills and competencies will be necessary to ensure success and relevancy of the PMO in this new model For information, contact Deloitte Touche Tohmatsu Limited

10 An Adaptive Approach to Project Delivery For information, contact Deloitte Touche Tohmatsu Limited]

11 An adaptive approach to project delivery Creates a unique opportunity for project management functions Enable Project Delivery Capabilities Outside of IT Proactive Partnership with stakeholders to identify their capabilities and strengths, and to define the various roles IT can play (Deliver, Consult, Broker, Coach). Flexible Project Delivery Framework to guide decisions on the best organization, resources and project delivery approach to balance risk and costs. Project Management Support & Services such as training, methodology, coaching, tools and best practices to enhance the probability of project success. Enterprise Reporting to provide visibility into the total expenditure on technology throughout the enterprise, not just spending controlled by IT For information, contact Deloitte Touche Tohmatsu Limited.

12 An adaptive approach to project delivery Flexible Project Delivery Framework Identify the best approach to balance risks, costs, business needs and expected project outcomes ❶ Assess Technology Delivery Capabilities based on: risk, business value, geographic scope, size, cost, complexity, etc. ❷ Determine Ownership (IT, stakeholder, vendor). ❸ Determine Level of project delivery oversight (High Med, Low, DIY Do It Yourself). 1. Assess Capabilities 2. Recommend organizational ownership 3. Define level of project delivery oversight For information, contact Deloitte Touche Tohmatsu Limited

13 An adaptive approach to project delivery Project Management Support & Services Identify Support & Services based on the project approach Knowledge Sharing Best Practices Templates Metrics & Reporting Collaboration Tools & Methodology Tools Training Methodology Skills & Needs Assessment Coaching & Staffing Project Recovery Services Project Managers Project Administrators For information, contact Deloitte Touche Tohmatsu Limited

14 An adaptive approach to project delivery Enterprise Reporting Reporting of technology efforts across the enterprise will be required to minimize cyber, operational and regulatory risks, consolidated. In-flight programs and projects Hardware and software assets on premise, cloud, hybrid Technical debt modernization needs Talent skill-sets, experiences Vendor relationships/contracts/sla s Consultants/contractors For information, contact Deloitte Touche Tohmatsu Limited.

15 Entrepreneurial Skills & Competencies For information, contact Deloitte Touche Tohmatsu Limited]

16 An adaptive approach to project delivery Requires entrepreneurial skills and competencies Entrepreneurs have to: Quickly solve problems Deal with uncertainty Handle difficult customers Keep their staff moving forward in spite of adversity Build and constantly protect their brand Identify new products and services Pivot when the market changes Be willing to take risks For information, contact Deloitte Touche Tohmatsu Limited

17 Adapting to the changing technology delivery environments Requires entrepreneurial skills and competencies 1. Manage money 2. Raise money 3. Relieve stress 4. Be productive 5. Make entrepreneur friends 6. Identify strengths and weaknesses 7. Hire effective people 8. Train new staff 9. Manage staff 10. Conduct basic SEO. 11. A/B split testing 12. Connect via social networking 13. Focus on your customers 14. Close a sale 15. Spot new trends 16. Deal with failure 17. The desire to improve your world 1. Resiliency 2. Focus 3. Invest for the long-term 4. Find and manage people 5. Sell 6. Learn 7. Self-reflection 8. Self-reliance 1. Sales 2. Planning 3. Communication 4. Customer focus 5. Curiosity 1. Stakeholder Partnership 2. Judgement 3. Risk Management 4. Team Leadership 5. Ownership and Commitment 6. Learning Agility 7. Business Knowledge Copyright 2015 Deloitte Development LLC. All rights reserved.

18 Adapting to the changing technology delivery environments Requires entrepreneurial skills and competencies Customer Adds Scope They keep making changes. At this rate we will run out of money ½ way thru the project. Project Manager I understand the business need. I ve outlined the additional time, costs, and downstream impacts. I met with the customer to cover the impact to delivery on other business benefits they are expecting from the team. Entrepreneurial PM Business Implementing Solution Directly with Vendor The business is planning to work directly with the vendor to implement the CRM solution. Oh Well any other projects need a PM? I ve researched the product and business need the vendor solution addresses and I m putting together a proposal on how we can support the implementation while minimizing risk to the company. Project Manager Entrepreneurial PM Copyright 2015 Deloitte Development LLC. All rights reserved.

19 Key Takeaways For information, contact Deloitte Touche Tohmatsu Limited]

20 Key Takeaways More and more technology projects will be delivered outside of IT. Technology organizations will need to adapt to support business-led delivery of technology projects. Project Management functions can play a key role by proactively partnering with stakeholders to provide a flexible delivery framework and project management support services. Entrepreneurial skills and competencies will be necessary to ensure success and relevancy of the PMO in this new model For information, contact Deloitte Touche Tohmatsu Limited

21 Q&A For information, contact Deloitte Touche Tohmatsu Limited]

22 Citations Deloitte, WSJ.com, CIO Journal, Address Cloud Sprawl Without Alienating the Business, 2014 Deloitte, Debriefs Technology Executive Series, The IT Organization of the Future: What will it take to get there?, 2015 Deloitte, CIO as chief integration officer: A new charter for IT, changing-role-of-cio/ CEB, Adaptive IT: The Future of Corporate IT, Arlington VA, 2015 CEB, Entrepreneurial Skills Kit: Tactics and Tools for Applying Entrepreneurial Project Management Skills, Arlington, VA, 2015 Gartner, Making Faster, Better, Cheaper a Reality by Enabling the Project-Capable Enterprise, 2013 Forbes.com, The Top Skills Every Entrepreneur Needs Forbes, 2013 Entrepreneur.com, The 17 Skills Required to Succeed as an Entrepreneur, 2015 Inc.com, 10 Skills You Need to Be the Next Great Entrepreneur Inc, 2015 Copyright 2015 Deloitte Development LLC. All rights reserved.