Shayne PhillipsGlobal Executive| Dell TechnologiesQueensland, Australia
As we embark on our corporation's AI journey, we need to go beyond stakeholder communications and change management.
What are the key project management practices that we should prioritize and apply rigorously to ensure the success of our use case evaluation and selection process, given our limited budget? Saving Changes...
Any exploration of AI technologies with a business value outcome should:
- Use an appropriate requirements/scope management approach. Given the rapidly evolving nature of the domain, an adaptive approach would be preferred to a predictive one.
- World-class risk management. AI usage is a great example of both great opportunities but lethal threats if deployed improperly.
Kiron
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1 reply by Shayne Phillips
Feb 18, 2024 5:59 PM
Shayne Phillips
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Thank you, Kiron, yes Risk management is paramount and on multiple levels, Project risk, Operational risk and Business risk either for adopting or not adopting appropriately. Let us not forget that Cyber security Risk for example, our data is key intellectual property for the business, do we share the risk and share it with a provider like Amazon or Google, or do we keep it inhouse? What if they subsequently then start a business to mirror ours? So many risk factors and base assumptions need to be challenged, this will not be a traditional technology adoption program of a piece of software and some old hardware in someone's bunker.
This will fundamentally change the way the corporation runs, and the resource model associated will need to totally morph.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
You can consult ChatGPT by using generative AI. But from my side take into account that AI is a boarder term. Perhaps when you stated "As we embark on our corporation's AI journey" you are talking about generative AI. If not, the key to use AI is to understand which is the business problem to solve (eg: automation) by using it then to define the type of AI you will use. Nothing different than to start other type of projects.
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1 reply by Shayne Phillips
Feb 18, 2024 5:48 PM
Shayne Phillips
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G'day Sergio, absolutely we will apply the correct AI technology, the issue is that we have limited PM funds on offer and the corporation wishes to maximize its return for AI adoption dollar.
Therefore, the question becomes, beyond stakeholder engagement and communications. What other core PM capabilities should we insist on being in play, Scope and Change, Risk and Issue, but for Procurement it can be a massive exercise with a very high cost.
Do we build or buy?
Do we hire in the skills or delay adoption and train internal to keep the skill base for later because this will not go away from the base of how the business will run?
Do we build inhouse (our data is sensitive and unique intellectual property) or do we outsource to the public cloud providers like AWS or Google?
The question is about the priority, size and robustness of the PM capabilities that we must implement because the Board / EXCO just want it done.
Saving Changes...
Shayne PhillipsGlobal Executive| Dell TechnologiesQueensland, Australia
Feb 17, 2024 7:21 AM
Replying to Sergio Luis Conte
...
You can consult ChatGPT by using generative AI. But from my side take into account that AI is a boarder term. Perhaps when you stated "As we embark on our corporation's AI journey" you are talking about generative AI. If not, the key to use AI is to understand which is the business problem to solve (eg: automation) by using it then to define the type of AI you will use. Nothing different than to start other type of projects.
G'day Sergio, absolutely we will apply the correct AI technology, the issue is that we have limited PM funds on offer and the corporation wishes to maximize its return for AI adoption dollar.
Therefore, the question becomes, beyond stakeholder engagement and communications. What other core PM capabilities should we insist on being in play, Scope and Change, Risk and Issue, but for Procurement it can be a massive exercise with a very high cost.
Do we build or buy?
Do we hire in the skills or delay adoption and train internal to keep the skill base for later because this will not go away from the base of how the business will run?
Do we build inhouse (our data is sensitive and unique intellectual property) or do we outsource to the public cloud providers like AWS or Google?
The question is about the priority, size and robustness of the PM capabilities that we must implement because the Board / EXCO just want it done.
...
1 reply by Sergio Luis Conte
Feb 19, 2024 4:47 AM
Sergio Luis Conte
...
Almost all related to AI, in terms of software, is free. In terms of hardware, you can use cloud services where you pay for use. But to create the solution you have to put money on it. The point is: which is the problem to solve? What that on hands then you can decide what items deserves to use AI.
Saving Changes...
Shayne PhillipsGlobal Executive| Dell TechnologiesQueensland, Australia
Feb 16, 2024 12:36 PM
Replying to Kiron Bondale
...
Shayne -
Any exploration of AI technologies with a business value outcome should:
- Use an appropriate requirements/scope management approach. Given the rapidly evolving nature of the domain, an adaptive approach would be preferred to a predictive one.
- World-class risk management. AI usage is a great example of both great opportunities but lethal threats if deployed improperly.
Kiron
Thank you, Kiron, yes Risk management is paramount and on multiple levels, Project risk, Operational risk and Business risk either for adopting or not adopting appropriately. Let us not forget that Cyber security Risk for example, our data is key intellectual property for the business, do we share the risk and share it with a provider like Amazon or Google, or do we keep it inhouse? What if they subsequently then start a business to mirror ours? So many risk factors and base assumptions need to be challenged, this will not be a traditional technology adoption program of a piece of software and some old hardware in someone's bunker.
This will fundamentally change the way the corporation runs, and the resource model associated will need to totally morph.
Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
Shayne,
What do you believe is driving the board and executive committee to “venture into the realm of AI” to the point that they “just want it done”?
[1] – Do they feel they will fall off the bleeding edge if they don’t jump into the fray?
[2] – Does executive management lack corporate strategic intelligence (i.e., it feels like they are flying blind) and believe that so-called AI will solve this problem?
[3] – Do they believe it will revolutionize the organization, allowing them to take it to the next level?
[4] – Something else?
Transparency and monetized AI platforms exist on different planes of existence, and as one can understand, without transparency, trust is fleeting. In other words, I would not allow strategic intellectual property to exist outside of the corporate domain.
Understanding the motivation of executive management is critical (in this case) to shaping a project of this nature, as the hyperbolic fascinations-based perspectives of AI could obscure an objective definition of success (i.e., what success will look like, and that may be different for each executive).
George
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1 reply by Shayne Phillips
Feb 18, 2024 7:23 PM
Shayne Phillips
...
Hi George,
It's a mix of 1 & 3... the competition seems to be advancing and the Exco wish to make sure they don't miss the window. It's about the potential use of Ai and Gen AI in the core business process' to improve productivity but also reduce operating costs. Correct ech Exec stakeholder has a different lens and point of view. so, the Stakeholder management and communications is a key investment of the PM funding, Risk is obviously another. Its the build or buy story that needs deeper analysis. I personally agree on doing this in house.
Saving Changes...
Shayne PhillipsGlobal Executive| Dell TechnologiesQueensland, Australia
Feb 18, 2024 6:59 PM
Replying to George Freeman
...
Shayne,
What do you believe is driving the board and executive committee to “venture into the realm of AI” to the point that they “just want it done”?
[1] – Do they feel they will fall off the bleeding edge if they don’t jump into the fray?
[2] – Does executive management lack corporate strategic intelligence (i.e., it feels like they are flying blind) and believe that so-called AI will solve this problem?
[3] – Do they believe it will revolutionize the organization, allowing them to take it to the next level?
[4] – Something else?
Transparency and monetized AI platforms exist on different planes of existence, and as one can understand, without transparency, trust is fleeting. In other words, I would not allow strategic intellectual property to exist outside of the corporate domain.
Understanding the motivation of executive management is critical (in this case) to shaping a project of this nature, as the hyperbolic fascinations-based perspectives of AI could obscure an objective definition of success (i.e., what success will look like, and that may be different for each executive).
George
Hi George,
It's a mix of 1 & 3... the competition seems to be advancing and the Exco wish to make sure they don't miss the window. It's about the potential use of Ai and Gen AI in the core business process' to improve productivity but also reduce operating costs. Correct ech Exec stakeholder has a different lens and point of view. so, the Stakeholder management and communications is a key investment of the PM funding, Risk is obviously another. Its the build or buy story that needs deeper analysis. I personally agree on doing this in house.
...
1 reply by George Freeman
Feb 18, 2024 8:46 PM
George Freeman
...
When an executive proclaims they found the path that “improves productivity and reduces operating costs in core business processes,” I would say it’s time for them to wake up and start their day. In other words, every executive dreams of attaining this quintessential goal, but they typically lack an appreciable understanding of their organization to make a structural recommendation for its accomplishment.
Based on your characterization, I would recommend scheduling a “corrective lens session” with the executive stakeholders before you make any recommendations, as varying views on the targeted objective of this proposed project will only result “in the end” with an agreed-upon target—that being the bullseye that miraculously appeared on the project manager’s back.
:)
Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
Feb 18, 2024 7:23 PM
Replying to Shayne Phillips
...
Hi George,
It's a mix of 1 & 3... the competition seems to be advancing and the Exco wish to make sure they don't miss the window. It's about the potential use of Ai and Gen AI in the core business process' to improve productivity but also reduce operating costs. Correct ech Exec stakeholder has a different lens and point of view. so, the Stakeholder management and communications is a key investment of the PM funding, Risk is obviously another. Its the build or buy story that needs deeper analysis. I personally agree on doing this in house.
When an executive proclaims they found the path that “improves productivity and reduces operating costs in core business processes,” I would say it’s time for them to wake up and start their day. In other words, every executive dreams of attaining this quintessential goal, but they typically lack an appreciable understanding of their organization to make a structural recommendation for its accomplishment.
Based on your characterization, I would recommend scheduling a “corrective lens session” with the executive stakeholders before you make any recommendations, as varying views on the targeted objective of this proposed project will only result “in the end” with an agreed-upon target—that being the bullseye that miraculously appeared on the project manager’s back.
:)
...
1 reply by Shayne Phillips
Feb 20, 2024 2:04 AM
Shayne Phillips
...
Agree George, the Stakeholder engagement needs to be very precise and rooted in realistic outcomes. However, to return to the original question, we are with limited funds and seeking the must have PM capabilities for the "AI blueprint and adoption program". It's not an AGILE program and not fully waterfall, it will by iterative and use case driven, like an Innovation event.
As such Benefits measurement and realization projections will be key to make the work program a success and keep the EXCO investing.
Also, the multiple variations of strong risk management practices are an obvious choice. Specifically, DATA management and the watching over the associated cyber risks of that data getting outside of the business or into the competitors' hands.
Procurement, is it a make or buy situation, do we need to take a stack of funds and go to the open market, or should we build an internal Lab and test all this by for ourselves...?
Staffing/ Talent.. Hiring in the knowledge base, management consultants cost a lot, and this could be a multi-year program.
Yes, Scope control is a real heavy-duty practice to help keep everyone off the hyperbole!
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Feb 18, 2024 5:48 PM
Replying to Shayne Phillips
...
G'day Sergio, absolutely we will apply the correct AI technology, the issue is that we have limited PM funds on offer and the corporation wishes to maximize its return for AI adoption dollar.
Therefore, the question becomes, beyond stakeholder engagement and communications. What other core PM capabilities should we insist on being in play, Scope and Change, Risk and Issue, but for Procurement it can be a massive exercise with a very high cost.
Do we build or buy?
Do we hire in the skills or delay adoption and train internal to keep the skill base for later because this will not go away from the base of how the business will run?
Do we build inhouse (our data is sensitive and unique intellectual property) or do we outsource to the public cloud providers like AWS or Google?
The question is about the priority, size and robustness of the PM capabilities that we must implement because the Board / EXCO just want it done.
Almost all related to AI, in terms of software, is free. In terms of hardware, you can use cloud services where you pay for use. But to create the solution you have to put money on it. The point is: which is the problem to solve? What that on hands then you can decide what items deserves to use AI.
...
1 reply by Shayne Phillips
Feb 20, 2024 2:09 AM
Shayne Phillips
...
Hi Sergio, that is the reason for the program, to test and assess the potential of the use cases. Of which there are so many... How do we prioritize, select and then test, do we insource or outsource with our most precious Intellectual property and business data.
However, to return to the original question, we are with limited funds and seeking the must have PM capabilities for the "AI blueprint and adoption program".
It's not an AGILE program and not fully waterfall, it will by iterative and use case driven, like an Innovation event.
As such Benefits measurement and realization projections will be key to make the work program a success and keep the EXCO investing.
Also, the multiple variations of strong risk management practices are an obvious choice. Specifically, DATA management and the watching over the associated cyber risks of that data getting outside of the business or into the competitors' hands.
Procurement, is it a make or buy situation, do we need to take a stack of funds and go to the open market, or should we build an internal Lab and test all this by for ourselves...?
Staffing/ Talent.. Hiring in the knowledge base, management consultants cost a lot, and this could be a multi-year program.
lot's to ponder.. thanks for your input...
Saving Changes...
Shayne PhillipsGlobal Executive| Dell TechnologiesQueensland, Australia
Feb 18, 2024 8:46 PM
Replying to George Freeman
...
When an executive proclaims they found the path that “improves productivity and reduces operating costs in core business processes,” I would say it’s time for them to wake up and start their day. In other words, every executive dreams of attaining this quintessential goal, but they typically lack an appreciable understanding of their organization to make a structural recommendation for its accomplishment.
Based on your characterization, I would recommend scheduling a “corrective lens session” with the executive stakeholders before you make any recommendations, as varying views on the targeted objective of this proposed project will only result “in the end” with an agreed-upon target—that being the bullseye that miraculously appeared on the project manager’s back.
:)
Agree George, the Stakeholder engagement needs to be very precise and rooted in realistic outcomes. However, to return to the original question, we are with limited funds and seeking the must have PM capabilities for the "AI blueprint and adoption program". It's not an AGILE program and not fully waterfall, it will by iterative and use case driven, like an Innovation event.
As such Benefits measurement and realization projections will be key to make the work program a success and keep the EXCO investing.
Also, the multiple variations of strong risk management practices are an obvious choice. Specifically, DATA management and the watching over the associated cyber risks of that data getting outside of the business or into the competitors' hands.
Procurement, is it a make or buy situation, do we need to take a stack of funds and go to the open market, or should we build an internal Lab and test all this by for ourselves...?
Staffing/ Talent.. Hiring in the knowledge base, management consultants cost a lot, and this could be a multi-year program.
Yes, Scope control is a real heavy-duty practice to help keep everyone off the hyperbole!
...
1 reply by George Freeman
Feb 20, 2024 9:27 AM
George Freeman
...
Shayne,
Although I did not look deeply into this, I see that the organization you are with (per your profile) offers a “generative AI” solution/service.
Based on your statements/inquiries, it would appear that this solution/service resides outside your reach or does not fit your needs.
There seem to be some interesting corporate-political dynamics in play. If that’s true, those dynamics will likely dictate your approach—unfortunately.
It’s hard to make recommendations without additional context, but I’m a big fan of low-budget, small-team, hybrid “skunk works” projects. They can create explosive value when you have the correct talent engaged and the appropriate “covering” provided by executive management.
Saving Changes...
Shayne PhillipsGlobal Executive| Dell TechnologiesQueensland, Australia
Feb 19, 2024 4:47 AM
Replying to Sergio Luis Conte
...
Almost all related to AI, in terms of software, is free. In terms of hardware, you can use cloud services where you pay for use. But to create the solution you have to put money on it. The point is: which is the problem to solve? What that on hands then you can decide what items deserves to use AI.
Hi Sergio, that is the reason for the program, to test and assess the potential of the use cases. Of which there are so many... How do we prioritize, select and then test, do we insource or outsource with our most precious Intellectual property and business data.
However, to return to the original question, we are with limited funds and seeking the must have PM capabilities for the "AI blueprint and adoption program".
It's not an AGILE program and not fully waterfall, it will by iterative and use case driven, like an Innovation event.
As such Benefits measurement and realization projections will be key to make the work program a success and keep the EXCO investing.
Also, the multiple variations of strong risk management practices are an obvious choice. Specifically, DATA management and the watching over the associated cyber risks of that data getting outside of the business or into the competitors' hands.
Procurement, is it a make or buy situation, do we need to take a stack of funds and go to the open market, or should we build an internal Lab and test all this by for ourselves...?
Staffing/ Talent.. Hiring in the knowledge base, management consultants cost a lot, and this could be a multi-year program.
