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sluggish and indecisive voyage to nowhere. Use the overall time boxes for each phase and then subdivide these boxes into smaller boxes for each of the major activities defined in a phase. Further subdivide those activity time boxes into task-level time boxes. The trick is to define time boxes that are both aggressive and realistic.
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a strategically focused it organization
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Both of the projects that succeeded shared a very effective approach. Simply stated, this approach first focuses the development effort to create a breakthrough deliverable a deliverable that proves the system and wins over lots of supporters. After achieving the breakthrough deliverable, make every effort to exploit it quickly by developing more system enhancements and new subsystems to address further opportunities opened up by the breakthrough.
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1. Robert Coram, Boyd, The Fighter Pilot Who Changed the Art of War, (New York: Little, Brown and Company, 2002). 2. Material on the Boyd Cycle or OODA Loop can be found on the Internet and in several books. Two authoritative Web sites are www.belisarius.com and www. d-n-i.net. Robert Coram s book referenced above is also a good source. Another insightful book written by one of Boyd s associates is: Chet Richards, Certain to Win, (Philadelphia: Xlibris Corporation, 2004). 3. George Eckes, Six Sigma for Everyone, (New York: John Wiley & Sons, 2003) 29. 4. A classic book on the technique of process mapping is written by Tom DeMarco, Structured Analysis and System Specification, (Englewood Cliffs, NJ: Yourdon Press/ P T R Prentice Hall, 1979).
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The Sum of IT Can be Greater than its Parts
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by william flemming, sas, and alan stratton, stratton associates, llc
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If one were to ask symphony patrons and symphony professionals what
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section of instruments in an orchestra is the most important, the answer would surely be all of them. Composers utilize every section and every instrument when writing symphonies. Symphony orchestras have steadily changed since they first appeared in ancient Egypt, and the role of every instrument has evolved over time. The end game for a conductor is to get all the sections to perform in harmony. Performing without a section of instruments leaves a gap that cannot be hidden. Posing the same question to IT customers and IT professionals, pick the most important part of IT pick the one process, one section of infrastructure, or the one department that stands out as the most strategic piece of IT what would be your answer Does IT have one most important strategic piece If one asked this question of industry vendors and analysts, their answer would invariably be the product or service they sell. If one asks CIOs this question, the answers depend upon the state of IT maturity, the most pressing need of the day, and the state of the business where they work. The SAS cut-to-the-chase answer is this: None of the pieces are strategic by themselves. None. IT has too many parts. Often organizations gather these parts into technology stovepipes and manage them accordingly. Technology stovepipes lead to incoherence and disharmony within
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chapter 4
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the sum of it can be greater than its parts
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and outside of IT. IT Finance is often just another stovepipe within a stovepipe. Reporting the cost of service without including the results of the service is an example of a stovepipe telling only part of the story, one section playing in isolation. Conversely, reporting service results without the corresponding cost and value is also only part of the story. No single stovepipe can reveal the sum of the parts of IT. To understand why, let s extend the symphony analogy to help cut through the abstractness and complexity that is IT. Because symphony orchestras are not created equal, consider the situation of a poorly conducted, overburdened, large city, symphony orchestra. Due to budget constraints, the symphony has to settle for young, inexperienced musicians to replace departing musicians. To compensate for their shortcomings and develop these new musicians, the orchestra consumes most of its rehearsal time training and correcting mistakes. To increase efficiency, the orchestra sections rehearse individually until they each become proficient. As a result the sections have difficulty finding the time to play together as a full orchestra the case of the Silo Orchestra. The score calls for the orchestra to play in harmony. Individual sections cannot carry an entire symphony nor can they practice in isolation and then perform in public with perfect harmony. It comes as no surprise to hear that in past seasons the public performances of this orchestra were poorly played. Patrons became frustrated. Reputations suffered. Funding declined. As an institution, the orchestra was left with a foundation of poorly played symphonies, declining public support, and declining musician morale. Still, the demand for classical music remained high. The community depended on the symphony for a portion of its identity and an indication of the city s prominence among the communities of the world. With the competition orchestras face from other sources of classical music, expectations for Silo Orchestra performances rise higher and higher. In today s musical world now so heavily dependent on technology, patrons constantly compare one orchestra s performances to other orchestras recordings, performances broadcast from other cities with digital sound, and performances captured on DVDs played over home theater systems. The lack of quality compared to competition quickly becomes very apparent to Silo Orchestra patrons.
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