Culture Change Challenges in Enterprise Implementations
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Transcript of Culture Change Challenges in Enterprise Implementations
Culture Change ChallengesIn Enterprise PM Tool Implementations
Frank Polack PMP
BAR CAMP Birmingham, May 2, 2009
Slide 2
Core functions of an EPM tool
Time Management – Manages deliverable activitytimelines and deadlines for programs, projects,tasks and assignments
Resource Management – Manages the allocation of available personnel using a resource profile repository, and enables resource loading and leveling
Cost Management – Tracks resource (and other) costsand facilitates the chargeback or billing of projectexpenses, such as those associated with time, travel,equipment or other materials
Source: Gartner (June 2006)
Slide 3
Additional EPM Benefits
Enterprise Project/Portfolio Management (EPM) solutions can be especially effective at ensuring that PMOs operate efficiently by
aligning work with strategic goals automating some of the mundane activities that typically steal time from the project management process accelerating project-based work to optimize
business performance
- Microsoft IT/PMO Governance Vision
Slide 4
Talkin ‘bout my generation…
What’s your company’s culture?Blue Chip: coat and tie -or-Dot Com: jeans, pets
foosball and lattes
Rules… ‘Dirty’ Harry or Barney Fife
Slide 5
Managing Culture Change
What can we do out to make the Culture Change more successful?
Presenting:
Frank’s Top 10 Hits….
Slide 6
Managing Culture Change – Top 10
Educate management, from C-level down
And “bottom-up” PR is just as important
Buy-in / Commitment is key to success
1. “Stairway to heaven..”
Slide 7
Managing Culture Change – Top 10
2. “I can see for miles and miles..”
Answer the “Why & What” Why are we doing this?
What do we intend to gain from this?
Is this a Finance tool, a Reporting tool,
or a Project Management tool?
Slide 8
Managing Culture Change – Top 10
Vet the requirements
Who are the owners/users of the data?
(financial reports, timesheets, etc)
Do you really need 10 interfaces to all your other systems?
3. “K.I.S.S.
Slide 9
Slide 10
Managing Culture Change – Top 10
Accept your deficiencies. If you don’t have the expertise,
bring it in. Don’t eschew the vendor’s help
without having a substitute identified.
Internal projects are the “cobbler’s kids”
4. “I wanna hold your hand”
Slide 11
Managing Culture Change – Top 10
Identify your Processes first
Ensure that people are trained on the Processes
Then find a tool that works with your Processes
5. “If I had a hammer..”
Slide 12
Managing Culture Change – Top 10
6. “I wanna be a Cowboy..”
Do you have cowboys or mushrooms?
What other cultural revolutions have worked
in your organization?
S.W.A.N.
Slide 13
Managing Culture Change – Top 10
7. Paroli la lingvo*
Definitions, terminology, semantics are important.
What is a “project” in your organization? What is a project “plan” vs “schedule”?
Use a standard framework such as PMI’s PMBoKReview the training requirements –
just learning the software is not sufficient
[* Esperanto for “Speak the language” ]
Slide 14
Managing Culture Change – Top 10
8. “Baby Steps”
Each generation accepts change differently
Implement small changes that can be tracked and validated.
What do project schedules look like today?
Do you use timesheets?
Slide 15
Managing Culture Change – Top 10
9. “Beam me up, Scotty”
Are you going“where no man has gone before” ?
Run a pilot project. Test the process (build a schedule, input time, run a report)
80/20 Rule – get the big ‘gotchas’ out of the way before implementation.
Don’t kill the momentum with perfectionism
Slide 16
Managing Culture Change – Top 10
10. “It’s So Easy..”
If the tool is cumbersome and not easy to use, the data (or lack thereof) will reflect it
Get feedback from those who will use the tool.(don’t forget Accounting..)
G. I. G. O.
Hype it up, get the word out, SELL IT!(P.R. is a catalyst)
Slide 17
THANK YOU
medical practice trends.compowered by eMedikon
Frank Polack, PMP | [email protected]@ RAudiOne