1 / 13

Prof. Jim Norton

Prof. Jim Norton. Senior Policy Adviser e-Business & e-Government. Meeting the business challenge…. Why professionalise?. Standish “Chaos Chronicles” (2004 edition): 18% of projects “failed”; (cancelled before completion)

shasta
Download Presentation

Prof. Jim Norton

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Prof. Jim Norton Senior Policy Adviser e-Business & e-Government Meeting the business challenge…

  2. Why professionalise? • Standish “Chaos Chronicles” (2004 edition): • 18% of projects “failed”; (cancelled before completion) • 53% of projects “challenged” (operational, but over budget and/or over time with fewer features or functions than initially specified… • Typical Standish figures: • Cost overruns on 43% of projects; and • Time overruns on 82% of projects. • Oxford University/Computer Weekly 2003 study: • 10% of UK projects “failed”; and • 75% of UK projects “challenged”. Source: www.standishgroup.com and Oxford University Computer Weekly study of IT project management, Chris Sauer and Christine Cuthbertson, Templeton College

  3. First, understand where you are… In the words of the CSSA/Intellect report “Getting IT right for Government” published in June 2000: “There is no such thing as an IT project in isolation from its business change programme…” It is vital to plan and budget IT enabled business change realistically and holistically.

  4. Second, beware the status quo… Don’t simply replicate in software and silicon the processes currently in use… Even the most junior of users will be delighted to tell you what is wrong and time wasting in the current methods. A rare few users, who understand the potential of the technology as well as the details of the work being carried out, will offer you real breakthroughs…

  5. Third, provide leadership… People need role models that they can relate to. Find the practitioners who already have experience of the real benefits that well designed new systems can bring and use these to evangelise for change to a wider audience.

  6. Fourth, budget honestly… If people are at least equal partners with Information Systems in delivering service, then surely they deserve at least half of the budget allocated to them in order to communicate: why change is required; how it will be achieved; the new skills required; and to reward positive change?

  7. Fifth, deal with the disincentives… Recognise that existing business practices may need to be changed, as their detail may contain large disincentives to the use of new processes and technology…

  8. Sixth, challenge pay & conditions… Don’t be frightened of overhauling existing structures of pay and conditions of service. Large scale business change will need pay and bonus incentives in order to be driven through. Efficiency will initially fall rather than rise during this transition.

  9. Seventh, don’t over centralise... A small number of large linked systems may be more effective (and less vulnerable) than a single mega system….

  10. Finally, invest in a multi-disciplinary team… The best overall system designers and implementation managers combine both people skills and technology skills - seek these out. Support and develop them!

  11. Oh dear…! But always remember… You don’t have to invest in “new” technology to create a quite impressive disaster….

  12. Slides can be downloaded from… www.profjimnorton.com/bcsjnpres.ppt

More Related