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Many organizations are finding success with IoT projects by starting small, considering the short- and long-term value of initiatives, and looking at alternative ways to investigate issues for the information they need.
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Certain kinds of product or process creations involve not just one player but many to ensure success. Organizations working toward this kind of innovation need to think about the project’s innovation ecosystem, which includes identifying co-innovators, structuring project leadership, and potentially modifying how success is defined. “All these things need to be negotiated within the coalition” notes Ron Adner of the Tuck School of Business — a process that’s often under-appreciated or ignored.
The ability to innovate and rapidly respond to changes in the business environment is critical to competitiveness and success. Improvisation and experimentation combined with focus and flexibility are needed to identify new business opportunities and effectively execute projects. But while improvisation may seem to be spontaneous, managers can foster it through the deliberate development of certain processes and capabilities in an organization’s culture, team structure, and management practices.
Could science-based industries benefit from a financing model similar to one used to make Hollywood movies? “We propose that a form of governance centered on the project rather than the company may be a more efficient way to organize innovation in science-based industries,” write the authors. Their proposal addresses the fact that traditional venture capital “wasn’t designed to deal with the costs, risks, and slow payout of science-based industries.”
An organization can have the best technology and the best analytics but still fail to deliver. As Intermountain Healthcare demonstrates, a commitment to the human dimension can drive return on analytics investment. Its leadership commitment to analytics and organizational processes promotes a culture where every question is welcome and data delivers insights. And its training and incentives for doctors and other analytics ‘consumers’ encourage behaviors that deliver better outcomes.
Over-reliance on email as a communication tool is sapping people of their time and energy. Author, speaker and consultant Phil Simon says there are better ways — and many new and better tools — to do things. “As consumers, it’s never been easier. Hundreds of millions of us use Dropbox, Facebook, Snapchat, texting, Skype, and other tools to communicate with each other,” says Simon. “Why do we resist change at work?” Embracing new tools, he argues, will result in better communication and far less wasted time.
If there’s one thing that’s certain about undertaking complex projects, it’s that not everything will work out exactly the way you planned. The Spring 2015 issue of MIT Sloan Management Review highlights project management, in “Reducing Unwelcome Surprises in Project Management,” “How Executive Sponsors Influence Project Success,” “What Successful Project Managers Do” and “Accelerating Projects by Encouraging Help.” In a nutshell, managers must expect the unexpected in projects.
In each stage of a project’s life cycle, two or three behaviors have significant impact on the project’s likelihood for success. These behaviors, by the executive who is sponsoring the project, ensure effective partnerships with project managers and require a great deal of informal dialogue. They include setting performance goals, establishing priorities, ensuring quality and capturing lessons learned.
Successful project managers often combine elements of traditional and agile approaches to project management. They cope with uncertainty, for instance, by developing detailed short-term plans along with firm commitments and tentative longer term plans. The authors draw from experiential data from more than 150 successful project managers affiliated with over 20 organizations, and provide a detailed look at the success factors behind NASA’s Mars Pathfinder project.
How can managers reduce the number of “unknown unknowns” a project faces? Even projects that employ sophisticated techniques for risk management can encounter surprising derailments. But new research shows that modeling a project’s subsystems helps expose risk areas. So, too, can scenario analysis, the use of checklists and data mining. “Directed recognition, which can entail both project design and behavioral approaches, can convert knowable unk-unks [unknown unknowns] to known unknowns,” write the authors.
How can companies get employees to pull together to meet project deadlines? It turns out that establishing psychological safety and promoting cooperative behavior can be just as important as good planning. This case study of management innovation at Roto Frank, a German company that produces hardware for industrial and residential windows and doors, highlights the difficulties of project planning and execution — and the benefits of building a positive feedback cycle.
Companies are having a tough time finding the data scientists they need — they just aren’t being trained fast enough to meet market demand. While it may be challenging to keep ambitious analytics projects in development without employees with the necessary skill sets, that doesn’t mean those projects need to halt altogether. Sam Ransbotham offers seven tips for making progress when you don’t have enough analytics talent on board.
“The notion that we were going to crowdsource certain functions really was unheard of,” says Donna Cuomo of the nonprofit MITRE, a $1.4 billion nonprofit R&D organization. A social business tool it developed called Handshake is helping make that kind of virtual collaboration happen. In a Q&A, Dr. Cuomo and MITRE colleagues Laurie Damianos and Stan Drozdetski explain how Handshake has influenced business at MITRE and what challenges they’ve faced in its implementation.
Would you know if a project was heading off the rails? Too often, members of project teams are crossing their fingers and providing only the most hopeful updates. After reviewing 14 studies into the ways in which individuals report (and misreport) the status of information technology or software projects, the authors identified five specific areas for leaders to look out for to avoid being blindsided.
The way health care is billed in the U.S. system is part of the reason costs are so high. WellPoint*, one of the largest providers of health care benefits and insurance in the U.S., is using analytics to change its provider payment system. The goal: promote a health care system based on value, not the volume of services. This Data & Analytics Case Study takes an in-depth look at how WellPoint went from idea to implementation, working with physicians and IT staff to build its Enhanced Personal Health Care program.
Accepting five inconvenient truths about project status reporting can greatly reduce the chance of being blindsided by unpleasant surprises. For instance, many employees tend to put a positive spin on anything they report to senior management. And when employees do report bad news, senior executives often ignore it. Overconfidence is an occupational hazard in the executive suite, and executives need to examine their own assumptions and beliefs about project status reporting.
Asking why you’re embarking on a project before you begin raises the project’s chance of success. But “to our continuing surprise, we often discover these teams have not even discussed, let alone agreed on, why they are pursuing the project,” write Karen A. Brown, Nancy Lea Hyer and Richard Ettenson. But producing a good “why” statement often requires both a lot of work and heated debate.
The surprising finding that 55% of big data analytics projects are abandoned comes from a recent survey of 300 IT professionals. The most significant challenge with analytics projects, according to the survey? Finding talent. Most (80%) of the respondents said that the top two reasons analytics projects fail is that managers lack the right expertise in house to “connect the dots” around data to form appropriate insights, and projects lack of business context around data.
In industrial sectors such as consulting, advertising, filmmaking, software, architecture, engineering and construction, most individual businesses, by definition, are “project-based firms.” This article proposes the term “baronies” to describe the organizational units that direct the projects within project-based firms, and highlights the roles that barons play in three basic types of project-based firms: dominions, tight federations and loose federations.
Business analytics projects are often characterized by uncertain or changing requirements — and a high implementation risk. So it takes a special breed of project manager to execute and deliver them.
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