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Organizational Readiness Are we there yet?

Organizational Readiness Are we there yet?. presented by Paul R. Astiz, MBA, PMP, CDP. July 24, 2014. Introduction.

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Organizational Readiness Are we there yet?

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  1. Organizational ReadinessAre we there yet? presented byPaul R. Astiz, MBA, PMP, CDP July 24, 2014

  2. Introduction • Organizational Readiness is a critical success factor for Information Technology (IT) deployment projects. This is an area that is frequently overlooked and not formally managed by the Project Manager. Ensuring that an organization is “ready” to use, operate, manage, administer, and support an IT system prior to its deployment will result in a smoother transition to the new system. Organizations that are “ready” will more easily and promptly adopt the newly deployed system fully realizing its intended benefits. This presentation explores the idea of Organizational Readiness as it relates to IT system deployments and the importance of formally planning and managing it to ensure project success.

  3. What is wrong with this picture? PMP Success! On time, on budget, and meets requirements!

  4. Success! PMP On time, on budget, meets requirements, and ready to realize system benefits!!!

  5. Why Organizational Readiness? • System may get rejected • Deployment may get delayed • Adoption may be slow or may failed • Benefits are not fully realized or are delayed • Inefficiencies and waste • Additional costs • Stakeholders frustration • Political fallout

  6. Organizational Readiness • Tangible business state of the impacted receiving organizations and other stakeholders • Optimizes adoption, use, management, operation, administration, and support of the delivered IT system • Identifiable and measurable business and organizational elements - We are ready! • Achieved through actionable activities

  7. Non-Tangible States • Non-Tangible • Political readiness • Cultural readiness • Psychological readiness • Difficult to measure • Important and crucial to project success • Focusing on tangible business readiness brings about readiness in these non-tangible areas

  8. Business Impacts • Governance/Policies • Organizational structure • Staffing • Budgets/Financials • Process/Procedures • Infrastructure/Assets • Legal/Contracts • Facilities/Space

  9. Impacted Stakeholders • Direct Impact • Receiving Organizations • Use • Manage • Operate • Support • Administer • Indirect Impact • Organizations supporting receiving organizations • Legal/Contractual • Financial • Communication • Train • Other

  10. Readiness Management Ready Business State Current Business State

  11. Is Readiness Management different than …? • Change Management • Transformation Management • Transition Management

  12. Readiness – Who is Responsible? • Receiving/Impacted Organizations • IT/Delivery Organization • Project Manager • Project success • Plan and coordinator • Team effort ensures success

  13. Readiness Assurance Models Dedicated Office PMO IT Organizational Commitment Grass Roots Ad Hoc Readiness Importance Awareness

  14. Ad Hoc • Low or no awareness by IT Organization of readiness importance to project success • No organizational standards or any formal support structure or resources • PM focuses on delivery • Readiness left to stakeholders • No holistic approach to managing readiness • High risk of no fully realizing project benefits

  15. Grass Roots • Low or no awareness by IT Organization of readiness value and importance to project success • Low or no commitment from IT organization to ensure readiness • No organizational standards or any formal support structure to ensure readiness • High awareness by PM of readiness importance to project success • Proactive PM - Accepts ownership and plans and actively manages readiness

  16. PMO Model • Medium to high level of awareness by IT Organization of readiness value to project success • Low to medium/high level of commitment to ensure readiness • Project Management Office • Sets policies/process/procedures • May sets standards/methodology • May provide tools • May provide training/coaching • May enforce standards • PM follows standards/methodology • Moderate complex organizations

  17. Dedicate Office Model • High level of awareness by IT Organization of readiness value to project success • High level of commitment to ensure readiness • Dedicated Readiness Management Office • Establishes standards and methodology • Establishes policies/process/procedures • Provides tools • Provides training/coaching • Provides resources • Enforcement • Large complex organizations

  18. Critical Success Factors • Plan and Manage for Readiness • Operational Model • Impact Assessment • Stakeholders Commitment and Accountability

  19. Planning/Managing for Readiness • Budget for readiness activities • Plan key activities • Operational Model • Stakeholder Communication and Engagement • Impact Assessment • Addressing impacted areas • Schedule • Timing • Activities and changes • Monitor stakeholders’ progress

  20. Success! • IT Project success is more than delivering on time, on budget, and meeting requirements • Success is also ensuring that the ROI and other benefits that justified the business case for the IT Project are fully realized • and Organizational Readiness is critical factor in achieving that

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