zero to apps in 135 days. maslow’s hierarchy of needs physiological needs safety needs social...
TRANSCRIPT
Maslow’s Hierarchy of Needs
Physiological Needs
Safety Needs
Social Needs
Esteem Needs
Self-Fulfillment
Conferences Hierarchy of Needs
When can I have sex?
This chair is too hard
Is there a party tonight?
Who is this bloke anyway?
Ideserve
promotion
Conferences Hierarchy of Needs
When can I have sex?
This chair is too hard
Is there a party tonight?
Who is this bloke anyway?
Ideserve
promotion
Just an ordinary guy who knows how to do a few very cool things
Giles Letheren MBAHead of Defence Information Services
andChief Information Officer
British Embassy, Washington DC
3100 Mass Ave NWWashington DC20008
Telephone: 202 588 6538Facsimile: 202 588 7888Email: [email protected]
British Defence StaffWashington
600 personnel:
400 military, 200 civilian, located in 37 states
Operating budget of $50M
Turnover exceeds $500M
Military liaison, Officer Exchange, Science and Technology,Procurement, Integrated Projects
British Defence StaffWashington
The requirement:
Replace the bespoke, legacy ‘Happy’ database.
Happy provides fully integrated
• Finance• HR• Commercial Procurement• Foreign Military Sales
British Defence StaffWashington
Why Replace It?
Increasingly unreliable
No documentation
De-supported software and hardware
Changes to UK financial systems COA
10 years of continual development andusers still hate it!!
Accounts Payable Fixed AssetsAccounts Receivable Property ManagerGeneral Ledger HRCash Management Portal
Project Goal
To deliver a fully tested and operational
financial and HR system, together with revised
business processes on 1st April 2004..
The system will be fully documented and all
users trained to the standard necessary to
perform their tasks without assistance. The
system will be delivered on or below budget.
“If you fail, you get fired”
A Government Department Implementing a Major Software Project On Time And On Budget?
…..Yeah, Right.
Why Projects Fail
•Lack of senior level support
•Poor communication
•Lack of quality control
•Lack of change control (scope creep)
•Insufficient measurables
•Poor planning, requirements gathering or
setting of scope
•Forgetting that even IT projects are
predominantly about people
•Failure to manage project risk
135 days, 60,800 air miles, 4 speeding tickets, 2 parking fines and $584,415.00 later we went live.
On Time, Under Budget.
Using a Project Manager who (still) knows nothing about Oracle.
Top Ten Lessons Learned
1. The Show Must Go On
2. Steal From Me, You’ve Stolen Twice
3. Method Is Better Than Madness
4. Don’t Get Involved
5. TARget Your Problems
6. Be Good Friends With Your Implementation Partner
7. Nobody Wants To Clean
8. Always Let The Truth Get In The Way Of A Good Story
9. Love Linux
10. Manage Your Risks
11. It’s A People Project!
PRINCE: Projects In A Controlled Environment
Lesson Three: Method Is Better Than Madness
Lesson Three: Method Is Better Than Madness
Lesson Four: Don’t Get Involved
SeniorResponsible
Owner
InvestmentDecision Maker
Project Sponsor
ContractorsProject Manager
BDS(W) ProjectManager
Project TeamStakeholder
Project BoardUsers
Lesson Four: Don’t Get Involved
Project Manager
Deputy ProjectManager
FinanceCustomer
HR Customer
Cash Office User
Sys Admin
Budgets User HRAccomodation
User
Contract Admin
Project Support
Portal Customer 3rd Party Advisor
Development Team
StakeholderProject Board
End Users DBA
Lesson 5: TARget Your Problems
Sev 1 is supposed to get you the best Oracle response but it comes with its own problems:
•Call gets passed from analyst to analyst
•Each analyst has to read into the problem
•For a big issue this can easily take up the whole day
•When they finally understand…
•It’s time for a new analyst
Escalate your TARs often if you feel that you are not getting enough help. Ask the Duty Manager to help and set out a resolution timetable.
Sev 1 may actually result in a slower resolution slower than Sev 2!
Lesson Five: Be Good Friends With Your implementation Partner
What is an Integrated Project Team (IPT)?
'Integrated Project Team' is our term for a fully integrated collaborative team:
• a single team focused on a common set of goals and objectives delivering benefit for all concerned
• a team so seamless, that it appears to operate as if it were a company in its own right
• a team, with no apparent boundaries, in which all the members have the same opportunity to contribute and all the skills and capabilities on offer can be utilized to maximum effect.
Lesson Nine: Love Linux
We bought:
Four Dell Linux boxes
Test/DevProd (App)Prod (DB)Portal
$45,000
‘Equivalent’ spec hardware estimate from big-five consultancy using Unix and HP Servers
$1,000,000
Lesson Ten: Establish a Risk Balance
• Formally identifying and documenting risks may seem likea waste of both effort and paper.
• Avoiding risk is just common sense right?
• In our case, doing this gave us the opportunity to mitigate some of the risks that we might otherwise have ignored or assumed would ‘be OK’.
• When you have immoveable deadlines you cannot afford to ignore major risks. • If the risk cannot be mitigated – or the mitigation cost is too high then you have the opportunity to develop a contingency plan.
Giles Letheren MBAHead of Defence Information Services
andChief Information Officer
British Embassy, Washington DC
3100 Mass Ave NWWashington DC20008
Telephone: 202 588 6538Facsimile: 202 588 7888Email: [email protected]