CMIC Change Management Innovation Company, LLC

1. CMIC Change Management Innovation Company, LLC MPUG-Phoenix Quarterly MeetingTuesday, February 3, 2004 Feature Presentation:"Incorporating Project Change and Risk Management in Microsoft Project" http://www.cmiczone.com

2. CMICChange Management Innovation Company, LLChttp://www.cmiczone.com • What is Risk Management? • Preparing to sleep through as storm • Management’s responsibility • The process of planning, organizing, leading, and controlling the activities of an organization in order to minimize the effects of risk • Loss of Integrity • Loss of Availability • Loss of Confidentiality

3. Sleep through a storm There was an old farmer that needed help taking care of the daily chores. He placed an ad in a local paper and began the process of interviewing for the position. A young man answered the ad, explained hat he could sleep through a storm. The farmer was not sure what he meant by sleeping through a storm but was otherwise impressed with the young man. The boy started his job and seemed to be working out quite well. Some few weeks after the young man started work, there arose a violent storm one night. The old farmer heard the wind blowing and the rain hitting his roof. He got up to look around the farm and to ensure that everything was okay. The first thing the farmer did was look in on the young man. He was sound asleep. The farmer was little frustrated that the boy would be sleeping when there were surely things that needed to be looked after. The farmer went outside to find that the barn doors were all latched and the shutters had been closed on the house. The animals were all safely locked in the barn. The chickens were safe in the hen house and the hay had been stacked and covered with a tarp. The tarp had been staked to the ground and all things appeared to be safe. Finding nothing to do, the farmer walked slowly back to the house and prepared to go back to sleep. As he laid his had on his pillow, it became apparent to the old man what the young man had meant when he said he could sleep through a storm.

4. CMICChange Management Innovation Company, LLChttp://www.cmiczone.com • What affects Risk Management? • Vulnerabilities • Identify • Procedure • Design • Controls • Assess • Remove (mitigate) (reduce)

5. CMICChange Management Innovation Company, LLChttp://www.cmiczone.com • Secure the IT System • Physical • Inaccessible • Hardware • Virtual • Software files • Permissions • Group policy • Firewalls • Denial of Service • Arm Management to Stabilize/Equalize the Situation • Operational • Economic • Protective • Documentation • Accomplish stated Mission

6. CMICChange Management Innovation Company, LLChttp://www.cmiczone.com • Factors • Internal • Training • Sabotage • Consistent Oversight (Negligence) • Disgruntled Employees • External • Virus • Intrusion • Hackers • Espionage • Terrorist • Technology race • Physical • Fire • Flood • Earthquake

7. CMICChange Management Innovation Company, LLChttp://www.cmiczone.com • Threat Identification • Pro-active • Questionnaire • Interviews • Document Review • Scanning tools • Penetration Testing • Security Test and Evaluation

8. CMICChange Management Innovation Company, LLChttp://www.cmiczone.com • Re-Active (Not worth discussing) • Quantitative vs. Qualitative • Risk Mitigation • Least Cost • Most Appropriate • Minimal impact

9. CMICChange Management Innovation Company, LLChttp://www.cmiczone.com Change Management The next part of the presentation will focus on the risks to the modern enterprise. Today’s business climate requires companies to possess information systems that rival the military. World War I & II required line of site threat identification for the pilot to shoot down the opponent. Using “over the horizon” radar technology. Organizations can get the strategic and tactical advantage. Today the battle is won before the uniformed force knew what hit them.

10. CMICChange Management Innovation Company, LLChttp://www.cmiczone.com • What is Remedy Link for Microsoft Project 2000?Remedy Link for Microsoft Project 2000 is an integration product which enables Remedy Change Management to seamlessly link with the industry-leading project management product from Microsoft Corporation. • This product allows data to be transferred between the two products, so that change planners may use the graphical monitoring and planning capabilities of Microsoft Project and the advanced workflow features of Remedy Change Management. • Change request and planning data from Remedy Change Management may be transferred to Microsoft Project 2000 for graphical representation • Changes to a project plan in Microsoft Project can be transferred to Remedy Change Management, with any scheduling amendments causing task assignments, notifications and escalations to be activated automatically • By combining the two, change planners are offered the most powerful software environment for mitigating and managing the changes required by a business. • Why do you need Remedy Link for Microsoft Project 2000?This integration product allows customers to maximize their investment in both Remedy Change Management and Microsoft Project. These complementary products address different elements of the change management process, so integrating the two allows a change manager to have even greater control over change tasks, priorities and management data associated with strategic change actions. • The graphical representation of change plans in Microsoft Project allows easy visual identification of the impact of each change request, and of the related impact of project slippage. The workflow capabilities of Remedy Change Management, with powerful approval and escalation capabilities, provide the automation required to ensure that change requests are kept moving through the processes without requiring extensive and expensive administrative actions for the change manager. • By utilizing all available technology resources to the best of their abilities, the change manager can improve IT staff utilization with tighter prioritization and change control. They can also gather critical project management data to allow for on-going improvements in the change process, and for continued efforts to meet and exceed the needs or expectations of the lines of business. • Find out more about Remedy Link and other great products at: http://www2.remedy.com/integration/project2k.htm

11. Don’t follow ball When my youngest boy was five years old we signed him up for a soccer league. At the first game it became painfully apparent that the skills of the kids were lacking. As the ball was placed into play, the kids all congregated around the ball and chased it everywhere it went. It looked like a hive of bees in a swarm. Wherever the ball was, there were 20 kids gathered around it. Every once in while the ball would squirt out and all the kids would follow the ball until it was once again surrounded. With this swarm of kids it was virtually impossible to score any goals. This was nice because if no one scored then no one lost. This meant that all the kids went home winners because they did not lose. Some years later now, my son is playing junior high school basketball. He is short and is actually not very good. He as an average shot and is not a ball handler. He made the team in Eighth grade based purely on desire. He did not start or even play in any games until half way through the season. Finally the day came that my son got to play in a game. In the five minutes that he played he made five steals. In the next game he played a little more and he made some more steals and collected 8 rebounds. When the district championships came around, my son was playing every minute of every game. As I discussed this with the coach after the season, an interesting comment was made in terms of technique application. My son had an ability that none of the other boys had. He had the ability to be where the ball was going to be. Instead of chasing the ball around like so many of the other boys, my son would position himself where the ball would be soon. By being ahead of the game, he was able to make steals, collect rebounds and assists, so that the other boys could score. The only game that the team won all year long was in the playoffs where my son played every minute. His ability to perceive what would be, rather than what was, made him invaluable to an otherwise mediocre team.

12. Rise to the occasion My oldest boy was a highly ranked wrestler in high school. He won several state medals and set many records in high school wrestling. As a senior, my son wrestled at 130 lbs. He wrestled at 130 lbs because there was a nationally ranked wrestler at another school who was supposed to take state and should finish the year undefeated at this weight class. He would surely be wrestling in the state championship match. My son did not feel he would have earned a state title if he could not beat the best. Two other boys on my son’s team were also highly ranked and chose not to wrestle at this weight. They purposely wrestled up in higher weights to avoid the good wrestler that they were most assuredly going to meet. My son had to diet to lose the necessary weight to meet the young man. He felt the sacrifice was worth it, to know definitively if he could beat the best. He had trouble finding someone that would practice with him on a daily basis. The reason is that the other boys did not get good a work out with him. He would dominate the wrestlers in his weight class during practice. This unequal skill competition caused tension at practice. On the other hand he had no one to push him to be better and to get stronger. Finally he settled in with the 172 lb. wrestler as a daily work out companion. This way he was forced to work with someone stronger and faster. He discovered that by working out with the leader, his skills improved.At state my son beat the young man that many had feared and avoided.

13. CMICChange Management Innovation Company, LLChttp://www.cmiczone.com What is Change Management? “Change management” is that the term referring to the task of managing change • Proactive • Be where the ball is going to be • Work out with the best. Don’t be afraid of your competition. Meet your competition head on. Prepare for them and train to beat them. Learn something they do not know. • Plan Change Management in a systematic fashion

14. CMICChange Management Innovation Company, LLChttp://www.cmiczone.com • Reactive • Knee Jerk or reacting to outside pressure • Internal Change management • Professional Change Management • Professional Practice • Body of Knowledge • This consists chiefly of the models, methods/techniques, tools, skills, and other forms of knowledge that go into the practice of Change Management. • Necessary Skills • Political or People Skills • Analytical • System • Business

15. CMICChange Management Innovation Company, LLChttp://www.cmiczone.com • Change Strategies • Empirical - Facts • Re-training - Education • Coercive – Follow the leader • Adaptive – Survival of the fittest - Evolution

16. CMICChange Management Innovation Company, LLChttp://www.cmiczone.com • How do you choose a method of change? • Resistance • Target Population • Time Frame • Dependency • Expertise

17. CMICChange Management Innovation Company, LLChttp://www.cmiczone.com How do you manage change? 1. Jump in. You can’t win if you don’t play. 2. Create a clear sense of mission or purpose. The simpler the mission statement the better. “Be the Best” is a whole lot more meaningful than “Respond to market needs with a variety of products and services that carefully designed and developed to compare so favorably in our customers’ eyes with the products and services offered by our competitors that the majority of buying decisions will be made in our favor.” 3. Build a team. “Loner’s” may have their uses. Managing change isn’t one of them. 4. Maintain a flat organizational team structure. Use informal and minimal reporting requirements. 5. Place people with relevant skills and high energy levels in key positions. You’ll need both. 6. Get rid of the rulebook. Change, by definition, calls for a different approach. You will not find it in the old books. 7. Shift to an action-feedback model. Shorten your planning timeframes. Do your analysis on the fly. No lengthy up-front studies, please. Have the ability to react to a changing environment. Staying in the race means everything. 8. Set flexible priorities. You must have the ability to drop what you’re doing and tend to something more important. 9. Treat everything as a temporary measure. Don’t “lock in” until the last minute, and then insist on the right to change your mind. 10. Ask for volunteers. You’ll be surprised at who shows up. You’ll be pleasantly surprised by what they can do. 11. Find a good “straw boss” or team leader and stay out of his or her way. 12. Give the team members whatever they ask for — except authority. They’ll usually ask for less than you think. If they begin to ask for authority this spells trouble. End it fast!! 13. Concentrate dispersed knowledge. Use an issues logbook. Keep the communications barriers low, widely spaced, and easily hurdled. If things look chaotic, relax — they are, Time will normally fix this. 14. Change management is meant to bring order to a bad or sticky situation, not pretend that it’s that all is well. In conclusion, In order to facilitate an effect amount of change and risk input into your organization. You must address these important factors and leverage them into at least the Planning, Scope and Re-assessment phases of the project.

18. CMICChange Management Innovation Company, LLChttp://www.cmiczone.com ***Don’t forget that a project could evolve into a short or long term program. This means that it is imperative to approach all projects with the potential of long-term longevity. Make the project-to-program evolution seamless. If you do not, you may be attached to a flawed project model in a decades long program.*****