NGSIS’ project manager, Vikram Chadalawada, discusses the new Gartner project management and governance model and how it applies to the NGSIS program. Part II of the series focuses on Mi-Modal Readiness and how to affect change within your organization. (Click here for Part I)
The way organizations view change itself has drastically been changing, right since the birth of the World Wide Web, until the present day and continues to evolve into a post nexus phase. The dialogue below from the movie Borne Ultimatum illustrates the importance of risk management within enterprises.
Pamela Landy: “The reason Bourne went to Moscow was to see the daughter of his first target.”
CIA Director Ezra Kramer: “What’s your point, Pam?”
Pamela Landy: “Maybe he was retracing his steps. Just looking for something… something in his past. Maybe he hasn’t found it yet. We need to know what it is.”
CIA Director Ezra Kramer: “You’re telling me he’s not a threat to this agency?”
Pamela Landy: “I think if he wanted to hurt us he could have sent the tape to CNN.”
CIA Director Ezra Kramer: “Maybe he still will. My number one rule is hope for the best, plan for the worst. As far as I’m concerned, Bourne’s still a serious threat, until proven otherwise.”
In order for organizations to get better at planning for the worst and mitigating risks occurring in a Bi-Modal landscape, they need to recognize that business cannot be ‘as usual’. Operating in a Bi-Modal framework requires specific methodologies to be created and implemented at an organizational level. The ‘One Size Fits All’ doctrine is bound to fail when applied to Bi-Modal enterprises. Prior to the web, Project Portfolio Management (PPM) was Episodic (i.e. one and done). Prior to the Nexus of consumerization, PPM became Serial (i.e. it was a continuous development model with cumulative scope and focus on people, process and technologies). After the Nexus, PPM will be Fluidic (i.e. a streaming development model with overlapping scope and the agility to turn around mass scale, complex products while keeping the costs contained.)
Gartner analysts Frances Karamouzis and Ruby Jivan predict that, by 2018, the total cost of ownership for business operations will be reduced by 30% through smart machines and industrialized services. This means, organizations will need to separate their traditional PPM practices from a more agile PPM framework. One can think of PPM process within Mode 1 as a Marathon Runner and PPM process within Mode 2 as a Sprinter.
Bringing it home:
Change is happening at the speed of thought and 45% of project management failures were attributed to ineffective organizational change management. Having understood that Bi-Modal IT is a current phenomenon and neccesitates fundamental changes to operational frameworks within IT organizations, three shifts need to happen in order for change to be effective in a Bi-Modal enterprise such as U of T.
IT Organizations will need to move away from simply satisfying defined requirements to actually driving business outcomes while generating functional and strategic value. In other words, IT Portfolios will need to be focused on advancing ecosystems (i.e. creating interactive eco-systems of assets within a given project or a solution) as opposed to only delivering solutions on time, on budget and on scope. Finally, teams (especially ones operating within Mode 2) must have instability built into design (an example of this would be the design of an F-16 fighter aircraft which is unstable by deign giving it the agility and manoeuvrability required for its function as opposed to a commercial aircraft that is built to be stable). In order for organizations to successfully navigate through this twilight zone and
come out as sustainable survivors, a contextual change management framework needs to be developed for IT organizations. This framework needs to first identify the magnitude of change within each mode (i.e. Mode 1 or Mode 2) and the enterprise must come up with steps (involving people, process and technology) that will need to be established to support the entire organization through this change. Details of this change implementation will need to be created, planned and socialized within all stakeholders impacted by the change and appropriate communication mechanisms will need to be established during each phase of the overall implementation. The question then becomes, ‘How ready is the organization to embark on this epic journey’? The answer to this lies in a series of honest and transparent conversations that are needed at multiple levels and across multiple stakeholder groups within organizations resulting in a strategic plan that can then drive the change vision through to completion. As Jack Welch, the former CEO of GE said, “If the rate of change on the outside exceeds the rate of change on the inside, the end is near.”
Source: “Effective Governance of Bimodal IT Projects Requires Adopting a More Outcome-Centered Approach” by Donna Fitzgerald | Bill Swanton for Gartner, 2015 https://www.gartner.com/doc/3003717