Ed ParazooSr Consultant| Understandable SolutionsKettle Falls, Wa, United States
An interesting situation has arisen where I work. I am a PM in a small shop and have responsibility to manage all IT projects. A project has been initiated by an end user without acceptance or approval of the CIO. Our IT staff has been asked not to participate in the project until it is formally approved. It is steaming down the track without input or participation of IT. Comments on dealing with this type of rogue project would be beneficial. I am torn on this topic - I have specific direct to not be involved or even comment on anything going on in the project but believe we are in for disaster if IT doesn't step in. Saving Changes...
In my experience, if the end users hold the purse strings, you can't really prevent something like this from happening (unless someone *very* senior in your overall organization forbids it). However, once the project idea gets approved (if it does), then you can make clear that the first step of *your* effort will be to analyse it and come back with a proposal for your work. That gives you the chance to have your say. Saving Changes...
I’ve worked in IT for over 30 years and I’ve seen this happen frequently and more often in recent years largely due to staff and budget cuts, and increased complexity of IT systems. It still amazes me that IT doesn’t seem to realize that it is a service to the business and that these days it can’t be all things to all people and control everything that happens in its domain. I believe IT shops should set up an infrastructure that supports business areas that want to do it themselves so the end product is still acceptable to IT. Eg there should be a clear definition of any technical requirements/constraints (if IT is to manage the end product), standards available, consulting/review services and clearly defined hand-over requirements. IT also needs to be clear under what circumstances it will and won’t take over management of the end product and identify risks to the business of going outside the guidelines but at the end of the day it is the business decision. The last project I worked on (as a contractor) was a large software development driven completely by the user with outsourced development. The internal IT dept provided their technical requirements for the system (infrastructure, language, versions etc), attended Quality Assurance meetings, reviewed all technical documents and undertook random peer reviews of code to ensure it met their standards. The system was developed on the internal IT infrastructure to their standards and the project delivered what was required by the business in a way that was acceptable to IT. Saving Changes...
Ed ParazooSr Consultant| Understandable SolutionsKettle Falls, Wa, United States
Thanks for your comments Anne-Marie and Joan! More on this "project"......I wouldn't be nearly as concerned but on this project we were told "we don't need to do a requirements analysis -- I know what we need and this new product does it"! No requirements, no scope, no concern for other departments, just we are going to do this and we will do it before July 1. I have expressed my concerns and some risks to the CIO but he is holding firm for now. I have been asked to attend the weekly "project" meetings but only as an observer - no comments, no input....My tongue is really sore from being bit so many times!!!! Thanks Saving Changes...
Ah! The old June 30 deadline. We have that problem here in Australia too. I think funding by financial years and the need to spend or loose has wasted more money than just about anything else I know of.
If you had a template for a Gap Analysis you could slip them one under the table, might at least get them thinking about it. Have they costed the whole project (not just the package purchase). If not the procurement section might have something to say. Likewise a costing template might help them see that its not just about the cost of the software.
But at the end of the day if neither their direct management nor the approval processes stop them there is not much you can do in this situation. Thats why I believe it is better to support the process (eg let them know what they had to take into account and do to purchase and implement the software successfully) at least to get the best possible outcome in the circumstances. Most people in business areas 'don't know what they don't know' when it comes to IT and no-one else is going to do it if IT doesn't. Saving Changes...
Ed ParazooSr Consultant| Understandable SolutionsKettle Falls, Wa, United States
Thanks Anne-Marie! Sorry it has been so long in response. An update: we got a reprieve for a period - instead of July it has pushed to October! Still the same path just it is going to take longer to convert than they had guessed. The vendor will convert and gave them a 60 day turn-around for the initial test conversion. Still no requirements. Still no project plan. Still no costing info. Just full steam ahead. Saving Changes...
Sounds all too familiar unfortunately. Perhaps IT as part of it's normal role in the organisation could undertake a full risk analysis, business continuity and contingency planning for the organisation, including the planned system and pass it through to Senior Management. These documents could make it clear (in a non threatening way) what IT will and won't be able to do to support the application both during implementation and more importantly after implementation. Saving Changes...
George JucanManaging Partner| Organizational Perfomance Enablers NetworkWoodbridge, Ontario, Canada
Hi Ed,
You’re right, it is frustrating to see the line of business going ahead on their own on a path that you know that it leads to disaster (first signs are already there through schedule overruns). Based on the evolution described in your posts, it’s probably too late to salvage the project – they’re into it way too deep, marching ahead with blindfolds.
However, the situation you describe brings up another question – and please don’t take it personal, it’s probably something that happened at a much higher level than yours.
As a IT PM (independent consultant) I’ve been brought in several times to get projects out of the ditch, and often the main cause they got there was lack of or inefficient communication between IT and business areas. I’m wondering why the business area decided to go ahead on their own, without even consulting the IT department. Are they disappointed from IT’s level or way of providing support for their initiatives? If that’s the case, the IT department (starting with the CIO) should take a deep look to their own approach to being a strategic partner to the business line (which usually foots the bill too). Considering CIO’s “no support” decision I would say there is some active conflict out there, and in return the business area took the “we can do it without you” approach. Just be aware that in most conflicts business-IT the CIO usually looses, or at least has to compromise because the business holds the purse.
I wouldn’t feel too frustrated about this project, sometimes you just have to recognize dead ends and move ahead. However, you can still use this project to potentially bridge some of the business-IT divide, and potentially increase your own influence in the company. Even if you’re an “observer” as defined by your CIO (and you don’t want to go against your CIO orders) nobody stops you from a water-cooler discussion before or after meetings with some of the business folks more approachable. Providing some sensitive and quality advice (“you know that I’m only an observer here, so I’m only expressing some ideas for your consideration”) will give them confidence in you and IT to ask for advice next time. Don’t go marching in, just build confidence drop by drop. After they fail once (even if they will declare it a success) next time starting a project they will shake your hand, as long as you keep it extended.
Hope it helps.
George Jucan
Saving Changes...
Ed ParazooSr Consultant| Understandable SolutionsKettle Falls, Wa, United States
Hey George, thanks for the comments! I do think you have it. Naive me, I thought we all would be professional and things would go along well! The individual running this project - was in my position prior to me taking it. They moved to the user area and I was recruited for the IT PM role. Since they are also a "PM" I assume the decision was made that they didn't need a PM from IT. Too bad they don't follow sound project management principles for this project! So much could have been avoided. BTW: the CIO has had numerous meetings with management outlining our concerns and has requested a project plan to help with planning but so far they have landed on deaf ears. I continue to document my concerns and issues and provide them to the CIO - I hope some of them at least will be acted upon or at least considered. I have excepted the fact that this project will happen but still feel I could provide value. Just heard, its been delayed once more...... Saving Changes...
Sandeep ThoppilChief Technology Officer| CBS BotswanaGaborone, South East, Botswana
What all happened is happened and lets hope it all happend for good. Considering the situation where the execution missed out of a lot from its initial phase. I prefer you put in a lot effort in the analysis phase and document them and get them signed off. Saving Changes...
Ed ParazooSr Consultant| Understandable SolutionsKettle Falls, Wa, United States
Sandeep - thanks for the comments. I can only wish the requirements would get documented. They will not. I am not even on the "team" just a concerned PM that would love to assist but am not able to. Please see other comments below. Saving Changes...
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