Surprisingly enough for me, Mrs. Lublin mentions many of the characteristics of Missions Statements I mentioned in that first post about Mission Statements some time ago, and then when I talked about Guy Kawasaki’s video.

Here are the two comments I want to highlight about her article:

Mission statements don’t have to be dumb. In fact, they can be very valuable, if they articulate real targets.

And:

Here is my challenge: Write a mission statement with a goal that’s an action, not a sentiment; that is quantifiable, not nebulous. If you’re trying to sell a product, how and how many? If you’re trying to change lives, how and whose? Take your wonky mission statement and rip it to shreds. Then ponder your ambitions, and write and rewrite the thing until it reflects — in real, printable words and figures — the difference that you want to make.

So, I recommend you spend the 4 minutes it will take you to read Mrs. Lublin’s article, I believe you will find good information there as well.

Post from: Strategic IT Planning Blog, by Andres Vivas.

The Dumb Mission Statement?

Technorati Tags: Guy Kawasaki, Mission Statement

7 Marks of a Best PMO

Guest post by Alec Satin

Bad project management offices (PMO)s are easy to describe.  You may have had to work with one at some point. Notice the words, had to work with one.  People will do anything possible to minimize their interactions with a bad PMO.  Poor PMOs don’t care. They have little contact with the people in the organization actually doing the work.  Their focus is on compliance by force. Communication flows one way – from them to you.

Great PMOs are Good for Executives, Project Managers and You

It’s been said that all happy couples look the same.  All of the best PMOs share certain characteristics which endear them to management and the project managers they support.

1. Projects Align with Organizational Goals

At some level, every project is conceived to provide some benefit to the organization.  The business case, charter and scope ideally describe this in an understandable way.  A good PMO ensures that all projects worked in an organization have benefits that truly align to the most important needs and objectives of the business. If the nature of the business environment changes significantly, a good PMO will decide what impact if any this will have on the active projects.  Sometimes projects need to be redefined, shelved or even cancelled.  If a project’s benefits are no longer benefits, it makes no sense to continue working the project.

2. Project Success Rates Increase

A good PMO ensures that all needed resources are available and allocated before the start of the project.  The PMO monitors the project plan and budget throughout the lifecycle to ensure that the project remains on track, and that resources are available as needed. As large risks present themselves, the PMO may help in brokering solutions which are best for everyone involved. These activities increase the number of projects completed on time, on budget and in scope.

3. Project Management Competence Increases

Organizations with good project management offices find that the skill and competence of project management activities improve over time.  PMP Certification is common.  As important is the establishment of formal or informal mentoring programs for all project managers. Mentoring increases networking relationships, provides practical guidance for newer project managers, and contributes to a team culture in the organization.

4. Standards and Templates are Developed and Improved

A good PMO provides useful, practical and helpful project templates. These templates are revised as often as necessary to ensure that the right type of documentation is being created.  Clear guidance is provided to ensure that the minimum number of documents are created for any particular project.

5. PMO Tone is Inviting

The PMO is considered a partner and resource rather than a bully. The compliance aspect is deemphasised.  Learning and Improvement are embraced.

6.  Training is Available

A good PMO offers more than one class a year.  Free training is available in multiple formats and in various ways.  There may be online sessions.  Classroom training may be provided.  An open door policy may be in effect for a few hours every day. There may be a constantly monitored IM (instant messaging) or chat account available to any PM with a question at any time.

7. Learning is Embraced

The PMO members seek out feedback and incorporate it into project management office policies and activities.  Lessons learned are included in projects and in the PMO itself.  The PMO looks for ways to continually increase its value up (to management) and down (to project managers).

Do you have a World Class PMO?

(Image by ideologie)

Post from: Strategic IT Planning Blog, by Andres Vivas.

7 Marks of a Best PMO

Technorati Tags: Alec Satin, PMO

What caught my attention from his presentation was the fact that he mentioned the need of creating a Mantra instead of a Mission Statement. He advices the audience to keep in mind that a Mission Statement must be useful for your employees. This is the same point I was making in my post Is your Mission Statement worthless?

The video is 39 minutes long and contains great information about many topics, but if you want to watch only the section where he talks about Mission Statements then start watching 06:22 into it, and you can stop watching at the 12:12 marker.

Here is the video:

Post from: Strategic IT Planning Blog, by Andres Vivas.

And speaking of Mission Statements…

Technorati Tags: Guy Kawasaki, Mantra, Mission Statement

I suggest you read that article. It provides very good points.

I strongly agree with imperative #10: Review your strategic plan. It is boring. And painful. But will give you a great high-level view of what’s coming, what projects should continue and should be put on hold.
Also, imperative #8 Ensure strong governance, follows the same pattern as #10, being both un-exciting and tedious, but completing this step will provide great clarity and a high return on the time and effort invested.

I have to recognize that imperatives #4 Don’t forget risk (it is NOT about what you probably are thinking) and #5 Figure out compliance where not in my short list of things to do next year.

What about you? What do you take from these ten imperatives? Which of these will you implement first?

Post from: Strategic IT Planning Blog, by Andres Vivas.

Ten imperatives for midmarket IT strategy in 2009

Technorati Tags: IT Strategy, Processes, Tools

the firm’s success is defined by a completely different set of metrics, one that the technical staff rarely understands or even cares about.

When I read this I had to agree with it. I too get usually that same feeling. It is easy for technical staff to get distracted by the latest and greatest changes in technology. Would you rather spend your day on finding more efficient tapes for the backup system, instead of evaluating the usefulness of the iPhone in your division? I know I’d prefer the novelty. Problem is, the firm’s success is defined by a completely different set of metrics, one that the technical staff rarely understands or even cares about.

If the IT culture is not aligned with the business (by the way, when are we going to recognize that IT is an integral part of the business?) then problems like us-versus-them attitude, unstructured process, or even worse, too much bureaucracy, where the process is so cumbersome that people avoid IT and nothing gets done), or a mentality that IT works in a firefighting mode, just rushing to find workarounds instead of fixing the root cause of the problems.

What to do about this? I can think of a few things that are effective to bridge this cultural gap:

1.  Exchange of ideas (Intrateam workshops)

Establish a routine of team collaboration and ideas exchange. For example, once a month have a guest from another team. Ask her to talk to your team about what she does, how she interacts with IT, and what are the most critical technical problems she faces it. This will help the IT staff to understand what others do in the firm, while providing other teams’ members to feel closer to the IT staff. Common understanding of each other’s roles and challenges improves the culture and breaks the barriers that may exist.

2.  Common goals, common metrics

Make sure the goals for the IT department are in alignment with the main business goals. Then, define metrics that help you lead your team to reach them. Constantly, remind your staff of the organization’s mission, and when approached by your staff to make decisions, think out loudly “How does this fit in our Mission?”

3.  Periodical reporting

Generate a monthly or quarterly report of activities and achievements by the IT department. Make sure each maps to at least one of the organization’s goals (otherwise, why did you do it?), and mention what divisions benefit from them. Make sure the heads of all divisions receive it. Ask them for feedback. Show them that IT is there to help, to be a team player. You can use a simple table like this:

2009-Q4 Activities Report, IT Division

4.  Targeted research

Make sure you allocate targeted research time for the IT staff. By targeted research I mean that you as the IT head approve the type of research projects that are started, and request the team member provides an explanation of how and why this is important for the corporation. They must understand that this research and its findings will be made available to the organization, and that maybe a brown-bag presentation will be requested.

Also, propose a couple of topics where you want to see some improvement (use the feedback you got from the divisions’ head when you sent them the periodical reports, and from the Suggestions box), and ask for volunteers to work on them.

By presenting the results to the rest of the organization, others will have the chance to see how creative and talented your staff is, and will start proposing more topics for research.

5.  More milestones, shorter projects

A common issue is that projects run for too long. The technical staff is, usually, looking for new things. By continuously working on the same thing for months in a row you increase the chance of people leaving. Work in conjunction with your Project Management Office – PMO (If you don’t have a PMO in place, contact Alec Satin, PMP right away), to approach long projects in a phased approach. When possible, allocate some break time between phases so the staff gets a chance to work on something else.

6.  Suggestions box

The ol’ Suggestions box is a valid tool, if used correctly. Setup an inbox where people can submit anything they want anonymously (to make sure it is anonymous, create a public accessible form that emails you the suggestion, contact me if you want to more details about how to accomplish this). Take every suggestion seriously, focus on what it is said/requested, and don’t waste time trying to figure out who sent it. This feedback is priceless, but people will only use it if they see you handle it correctly and positive changes come out of it.

Post from: Strategic IT Planning Blog, by Andres Vivas.

Is your IT Team’s Culture Aligned with the Business?

Technorati Tags: Business Strategy, Culture, IT Strategy, Metrics, PMO

1. It is longer than two phrases or one paragraph
2. It has more than 30 words
3. It is full of buzzwords (for more examples of buzzwords, see this list)
4. You can’t remember it
5. Neither can your staff

I guess these points make you realize what I believe makes a mission statement useful for the staff and the organization, but we will discuss that later.

What is a Mission Statement?

In many occasions (probably during the last 30 to 35 years) the industry has focused on defining What is the Mission Statement. It is commonly said that “A mission statement outlines what the company is now“, or that it is “A statement of purpose an organization is to carry out”, or even worse, The mission statement should be a clear and succinct representation of the enterprise’s purpose for existence. For more definitions, see Wikipedia, Google and BusinessPlans.

The best definition I’ve seen is “The Mission Statement is what the organization does now“.

Now, think of when was the last time somebody explained what is the Mission Statement useful for?

Probably never, right?

In plain English, the Mission Statement should guide the employees in every action they take. It should guide management’s decisions. It should also dictate what NOT to do.

Have you asked yourself this? In theory, the purpose of the Mission Statement is to provide the organization with an identity. In plain English, the Mission Statement should guide the employees in every action they take. It should guide management’s decisions. It should also dictate what NOT to do.

Let’s take a look at a couple of Mission Statements (I highlighted the buzzwords on bold):

1. FedEx

FedEx will produce superior financial returns for shareowners by providing high value-added supply chain, transportation, business and related information services through focused operating companies. Customer requirements will be met in the highest quality manner appropriate to each market segment served. FedEx  will strive to develop mutually rewarding relationships with its employees, partners and suppliers. Safety will be the first consideration in all operations. Corporate activities will be conducted to the highest ethical and professional standards.

2. Virgin Atlantic:

To grow a profitable airline…
Where people love to fly…
And where people love to work.

Now, let’s suppose you are the CIO for one of these two companies. Based on these Mission Statements, would you know how to act in every case that a new situation arises?

Assuming that you can even remember FedEx’s Mission Statement, the chances are that given its complexity, you wouldn’t even bother trying to see how a new decision would affect the company’s mission.

In the Virgin Atlantic’s case, it should be easier. If the decision does not make or maintain the company profitable, or it makes the flying experience not lovable anymore, or the environment for the employees gets affected, you will probably won’t move ahead. Thanks to its simplicity and clarity, the Mission Statement will tell you whether it is the right decision for the company.

Now that you have experienced this mental exercise, I’m hoping that you decide to go ahead now and revise your organization’s Mission Statement, to make sure it is not worthless but it also helps you guide your I.T. Department to better serve the organization.

Post from: Strategic IT Planning Blog, by Andres Vivas.

Is your Mission Statement worthless?

Technorati Tags: IT Strategy, Mission, Mission Statement

Just write it down!

Well, once the meetings are over and the emails with the 20-page document with that list of goals and objectives is circulated, you probably ask yourself: Now What?

And, if you are the CIO, or the IT Director or IT Manager, the most obvious questions are, How does my team fit in here? What do we do next?

Unless your organization is one where IT and the business are pretty much the same (Think eBay, or Amazon), you probably face the common situation where the IT staff does not have a clear understanding of what their role is in the organization’s strategy.

Even though the question should have a simple answer, this challenge is faced more often than not in today’s organizations.

It is not easy for the IT specialists to understand or accept the fact that IT is a function that exists to support the organization and to help it fulfill its goals. The main goal of my future posts is to talk more about this challenge, and to propose ways to improve this situation and overcome it, bringing real value to the organization in the long run.

(Image by mshades)

Post from: Strategic IT Planning Blog, by Andres Vivas.

How IT fits in the organization’s strategy

Technorati Tags: Business Strategy, Goals, IT Strategy, Mission, Objectives, Vision

As its name indicates, the purpose of this blog is to talk about the challenges faced by CIOs and IT Directors:

• Reconcile the IT Department’s needs with those of the rest of the organization.
• Making sure that IT fits in the Business Strategic Plan (Alignment).
• Ensure that the technical staff understands that IT must support the organization.
• Provide a higher Return on Investment (ROI) for IT Projects.

If you like what you read or have something to add please reach out through the comments. I do want to hear from you.

Post from: Strategic IT Planning Blog, by Andres Vivas.

Welcome to Andres Vivas’ Blog about IT Strategic Planning

Technorati Tags: Business Strategy, IT Strategy, Strategic IT Planning