project management in new era - amazon s3 · business (brm) service provider it customer success...

Galit Feins work Copyright@2017. Do not remove source or attribution from any slide, graph or portion of graph

1

Project management

in new era

Galit

FeinEVP & Senior Analyst

STKI


2

Agenda

STKI, . -09:30-10:15

. -10:15-10:50

PPM ,

Xioma, .

-10:50-11:00

, , -11:00-11:30

TCS, . , , '

11:30 -11:45Project mngt app ,,

-12:45- 11:45


3

What is on VP technologys desk

2017-2020

Blockchain

Data

AI

Machine learning Cognitive computing

IoT

M-payment

BotsVoice interface

Wearables

APIAutomation

Core modernization

Everything as a Service

Microframeworks

Containers

Continues integration & delivery

AR/VR

Smart contracts


4

Why do we need to change a well established IT?

Business

needs

Requirements

from IT

ConstrainsMarket

conditions

Innovation/ Digitalization/

New business models/

Agility

XaaS / Open Source

Open APIs/ Github

Modernization /Ease

of use/Transparency

Flexibility/ T2M

In short: Flexibility & T2M

Skills gap / Lack of

knowledge /manpower


5

Business needed change and he needed it fast3 market models:

ITDigital

boutique

Digital transformationCDO

IT New projects

Same roof


6

Welcome to the new IT

Unbundled

&

Mashup enterprise

Change in a mindset


7

IT

Infra

structure BI LoB1 LoB2 LoB3

OCIO

Break the functional silos

CEO

Innovation CDO IT LoB1 LoB2 LoB3

Silo1 Silo2 Silo3

Sequential project phases with different

skill groups


8

Rapid-Results Teams

Source: Deloitte


9

MVP - Minimum viable product


10

Its all about resource mngt

FTE FTE

FTE

FTE FTE

QA

Project mngDeveloper

IT Architect

Business

owner

Business

analyst

Startup/

Boutique/

New tech

representative

Integrator

Crowdsourcing

FTE

Unbounded Enterprise

1 2

2 3

3/4


11

IT HR

( FTE + FTE)/2 - FTE + FTE X 3 =???

What skills do we have? Talent mngt Training People compatibility Sourcing

Add hoc team

New chief is in town:

IT HR & skills manager


12

IT Organizational structure 2018

13

Staff Managers

CTO

IT Architect

Tools & Methodologies

Manager

LAB Manager

Business (BRM)

Service Provider

IT Customer Success

Managers

Technical support

OCIO

Budget & Resource Mng

PMO

IT Risk

Manager

Others

Cyber

Architect

HR Talent

Skill Manager

IT

Procurement

Innovation Coordinator

14

Delivery of new Products & Maintenance of LEGACY

Product Managers

Agile Team Product 1

Agile Team Product n

Agile Team Product n+1

Skill Procurement

In-House Staff

UX Team

Programmers

Q/A Team

Others

Staff Augmentation Management

Procurement

Centers of Excellence

Legacy Software

Transactional systems

Maintenance

DigitalChannels

LoBExpertise

Non-core Business

Functions

Marketing

Finance

others

CORE Business Functions


15

SW development as a project,

doesnt fit the needs of the modern business

planning execution delivery

Most SW development uses

the project model

Start here the end

Within defined time-slots

and budgets

Big projects fail at an astonishing rateGartner

Projects deliver disappointing

returnsby some estimates over half the

time. Harvard Business Review

When a project involves many people

working over an extended period of time, its

very hard for managers planning it to

predict all the activities and work streams

that will be needed KPMG


16

We are trying to solve the NEW problems with the OLD tools

Months of

preparations

Pricing

educated guess

by making

assumptions

Detailed

design

We expect we can

plan for all the

variables in a complex

project in advance,

but we cant.

Nobody is that smart

or has that clear a

crystal ball3-5 months

+/-300%

2 months


17

Product over project

On-going discovery process that runs

concurrently with development

We should build products that support

underlying business processes, which continue

as long as the business is worthwhile

What is your favorite technology product?


18

Start with the APIs


19

Prepare your infrastructure


20

How fast is fast?

no longer than 60 days

no means quick fixes, but a delivery of deliver quick wins

sense of urgency right from the start


21

A shift in project KPIs

On ScopeOn budget On Time

Too bad!Not relevant Not necessary


22

Summary

From MEGA project to a Minimum

viable product

From project mngt to product

mngt

Perfect is an enemy of good

1-2 Pizza model is moving from

startups to enterprise as a strategy

for organizing teams

From SILO organization to MASH UP TEAM

working with the business

Interaction between business people with a

deep understanding of the domain &

technologists who support them

23

Thats it. Thank you!

Galit

FeinSTKI EVP &

senior analyst

[email protected]

project management in new era - amazon s3 · business (brm) service provider it customer success...

Documents