getting the system you expected making sure the system you need is what gets delivered…. leesa...

Getting the System You Expected

Making sure the system you need is what gets delivered….

Leesa Shem-TovRe-engineering Project ManagerNAPHSIS

Improving Security, Systems, and StatisticsSan Diego, CA

June 4th – 8th, 2006

The Expectation Your project will meet milestones You won’t go much over budget Your IT and functional folks will work well

together Your business rules are documented Your developers understand how you

operate The new system will improve how you

work



The Reality

“Just 29% of all IT projects conducted in 2004 were completed on time, on budget and with all features and functions as originally specified.”

The Standish Group, 2006



Are Problems Inevitable? Legacy business logic is difficult to

extract People who build systems don’t

necessarily understand vital records Project management is a profession,

not a side line Over time, a lot of things change People don’t like change



State Your Vision Clearly describe how your

organization will operate after the project is successful

Convey your vision to upper management and get their buy-in

Share the vision with the team Sell the vision to stakeholders



Keep Upper Management Involved With sustained involvement

More visibility, more pressure Make pressure a positive force Accountability is reinforced People will cooperate better Team will take ownership

Without it, projects wither



Define Critical Objectives On the system “go live” date

What is absolutely has to work, and work correctly

What is needed but is not a show stopper if delayed

What is nice to have if affordable What is best to postpone for later

Hold people accountable



Understand the System Lifecycle

Each phase requires planning, monitoring, measuring progress

Your team’s role changes with each phase

Formal methodologies can help Don’t short change the end phases It’s not over when you “go live”



Build a Virtual Team Have a dedicated project manager Inform your team about what’s expected Require team members to commit Don’t exclude people from the team who

don’t have the big picture Everyone has a stake in the project’s

success Have an “insider” joke



Have Effective Meetings

Same time, same place, same folks Have a written agenda in advance Always review progress first Limit meeting time; focus discussion Not everyone needs to be at every

meeting…but keep everyone informed



Know Your Operation Formally map your workflow from start to

finish on paper Hold a group walkthrough Document your business rules on the spot Develop a Concept of Operations

How people will work after the system is operational

Now how the system will function



Own Your Project Never let a vendor take control of

your requirements Stay involved with all details Couple your people with the

vendor’s people so they can learn Protect your assets

Your people Their knowledge



Get a Good Start Don’t let the project plan be your

first deliverable Make sure your knowledge experts

are ready when developers start Have your documentation ready Control unnecessary impacts to

development schedule



Don’t Fear Being Clear Don’t assume….clarify Revisit project plan often Use tables, diagrams and charts to

support your textual documentation Keep “to do” lists concise and well

organized (maybe online)



Keep Navigating Change Plan for change mechanisms right from

the beginning Adjustments for slippage Alternatives for unmet objectives

Plot your current “reality” against your future “reality” often

Expect your requirements to change Expect to find things you missed Keep your task plan and timeline updated

and posted publicly

Leesa Shem-Tov

biggest mistake is the develop an unchangable baseline set of requirements, then set up CM process. Longer the project, the more your reality is going to change.If you expect change, you won't be caught off guard.



Call A Time-out If Needed If the vendor is controlling your

knowledge If targets are always slipping If vendor cannot demonstrate what

is reportedly working If team is not working together TRUST YOUR INSTINCTS



Ask NAPHSIS For Help On site consulting EBR Online Library National model requirements

Use cases State diagrams

NCHS Test Deck for EBR Comparative state data



To Get What You Expected Vision and objectives are clear Management buy-in Virtual team owns the project Ready, willing and able to be in

control Plan for change and embrace it Get help when you need it



Celebrate Every Success Keep positive and forward thinking Check off accomplishments Recognize achievements publicly

getting the system you expected making sure the system you need is what gets delivered…. leesa...

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