Paul Ormonde-James, Vodafone, Masterclass A, Presentation at Chief Data & Analytics Officer Forum,...
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Transcript of Paul Ormonde-James, Vodafone, Masterclass A, Presentation at Chief Data & Analytics Officer Forum,...
Paul Ormonde-James Copyright 2016
CYBERTREKING.COM By Paul Ormonde-James
Paul Ormonde-James Copyright 2016 Strictly Private & Confidential - This presentation refers to the views of Paul Ormonde-James ONLY, and not any company he may be associated.
Master Class -Leadership in Analytics: Gaining Enterprise Wide Buy-in, Effective Team Management, and Fostering a Data Driven Culture
Navigating the Unknown
1
Paul Ormonde-James Copyright 2016
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Paul Ormonde-James Copyright 2016
Get to know each other…..
Name
Company
Industry
Why are you here?
Paul Ormonde-James Copyright 2016
CYBERTREKING.COM
Paul Ormonde-James Copyright 2016
CYBERTREKING.COM
Facilitator – Paul Ormonde-James
Robotic & Control Engineering
Computer sciencesGyroscopic & 3 dimensional modelling
MBA – Finance & Strategy
Banking & Financial Services
Construction
Retail Health Industry
Leadership
Project Management Engagement Strategy Communication
Technology & innovation
Paul Ormonde-James Copyright 2016
CYBERTREKING.COM
Paul Ormonde-James Copyright 2016
Masterclass B – Leadership in Analytics: Gaining Enterprise Wide Buy-in, Effective Team Management, and Fostering a Data Driven CultureAs the business potential of data analytics garners further C-level attention, the focus for those at the analytics helm necessarily requires a softer skill-set. With the right leader at the helm, data discovery by non-technical users can be encouraged, insights acted upon and a culture of creative analytical thinking embedded. This workshop will cover the essential elements of communicating the value, translating the complexity into business language and leading change from insight into action.Specific topics covered include:• Cultural Change - Learning to walk when everyone wants to run – convincing the business why the “basics” do matter and the breadth of how analytical insights adds value to your business• Changing behaviours – forget the technology, driving value from data is about people• Building an analytically driven enterprise – analysing the internal hunger for insight vs. the battle for enterprise wide acceptance• Strategies you can employ for promoting an analytically driven culture within your business• Deployment Discussing the difficulties of trying to prove value whilst managing expectations• Self servive & mobility Analytics proliferation throughout the business – approaches for embedding sophisticated analytics solutions in to front line services and tools that are engaging so managers and frontline employees will be eager to use them daily• Program & management Aligning your analytics strategy with business deliverables and proving incremental, long term value for sustained company wide support
Cultural
Change
Changing
Behaviours
Analytic
Driven
Enterprise
DeploymentSelf service
& MobilityProgram
Management
Paul Ormonde-James Copyright 2016
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Paul Ormonde-James Copyright 2016
Approach
I will not be doing all the talking, I need your experiences and insights so we all learn
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Paul Ormonde-James Copyright 2016
Why
Statistics are great things to admire, but do you believe them???
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Paul Ormonde-James Copyright 2016
The Journey
We must consider where on the journey we are, and where we wish to go. Note different departments may be on a different maturity.
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Paul Ormonde-James Copyright 2016
Note on Big Data
Small accurate data is much better than big random data
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Paul Ormonde-James Copyright 2016
Lineage….
Analytics is more than a
game of numbers.
Practionioners must
understand the whole
data lineage
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Paul Ormonde-James Copyright 2016
3P’s
PLATFORMS
PROCESS
PEOPLE
Cultural Change must address the
3 P’s to drive performance. The
three legged stool approach
Without trust there cannot be a relationship
Three legged stool, one short or missing the whole falls over
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Paul Ormonde-James Copyright 2016
Lineage….
PLATFORMS
PROCESS
PEOPLE
Platforms, process
and People interact
at all stages of the
lineage and must
integrate to be
successful.
Weakest link
approach.
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Paul Ormonde-James Copyright 2016
Who is making the decisions?
You cannot drive
change until you clearly
understand the
stakeholders and their
needs. This should
include the unwriiten
corporate rules and
politics to assure
success. You need a
supportive “white
Knight”
Do not fly blind
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Paul Ormonde-James Copyright 2016
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Office Politics
Politics will undo the most successful plans. The only approach is to deliver quickly, adding value and of high visibility.
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Paul Ormonde-James Copyright 2016
Analysis is easy? So they say….
Understand the view of analytics and the role different people think it should play. Allows you to understand who you need to influence, friends, blockers and undecided.
Communication
Communication
Communication
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Paul Ormonde-James Copyright 2016
Your operating model – Devised by whom?
Operating model impacts culture and thus the analytic culture within an organisation. This must be understood so needed direction can be carefully planned, implemented and measured
Know where you
are before you
journey to where
you want to be
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Paul Ormonde-James Copyright 2016
Growth of data will change corporate culture.
Automation will underpin doing more with less. Analytic & Business Intelligence will drive the needed change. Expect continued growth, but static resources. Plan for this and drive it, or be driven.
Change or be changed.
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Paul Ormonde-James Copyright 2016
Understand the
maturity of
information,
governance,
process, &
architecture. Where
you are, where you
want to go and how
to get there.
Maturity in BI & analytics impacts cultural change & rate of adoption
Paul Ormonde-James Copyright 2016
CYBERTREKING.COM By Paul Ormonde-James
Paul Ormonde-James Copyright 2016 Strictly Private & Confidential - This presentation refers to the views of Paul Ormonde-James ONLY, and not any company he may be associated.
The C Suite
Navigating the Unknown
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What the C suite want is not so hard to deliver!
Deliver what is required and
support will come. Makes
sure the case for capital
investment give the returns
demanded by the
organisation. There is no
such thing as a “strategies”
project. Know the return &
access to capital becomes
more compelling. This what
you would do if it was your
money!
Think like an executive
or consult some that
can.
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Paul Ormonde-James Copyright 2016
Business Intelligence & analytics needs
Much research telling us
what everyone wants.
This is not your company.
Find out by asking. Does
seem there are themes
there, but how do you
make money from the
technology? It needs to be
about the competitive
advantage created.
Make sure your understand of a term is the same as the executive using it. Hint: it may be different
Source : TDWI
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Paul Ormonde-James Copyright 2016
A fool with a tool, is still a fool
Technology is an enabler. To
drive change you may need
enhanced systems & tools. This
will not necessarily drive the
cultural change you need. It will
be what you do to drive output.
People need skills &
training, plus must be full
time to meet demand
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Paul Ormonde-James Copyright 2016
Analyst Soft skills
Partnering with clients
Working with teams
Problem solving
Interviewing experts
Collecting data from groups
Communicating results
Soft Skills for analysts
Invest in People, the ROI is incredible
Softer skills give depth to
analytic teams and
assure the interface with
vendors and users can
achieve optimal results.
Invest.
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Paul Ormonde-James Copyright 2016
The problems
No surprise that decision making processes is a major source of complexity.
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Paul Ormonde-James Copyright 2016
Leadership, even if leaders cannot lead…..
Leadership is needed where management will just not do. But leadership takes experience, effort & skills, these must be developed.
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What have we learnt? ……
How to implement?
Working session
Paul Ormonde-James Copyright 2016
CYBERTREKING.COM By Paul Ormonde-James
Paul Ormonde-James Copyright 2016 Strictly Private & Confidential - This presentation refers to the views of Paul Ormonde-James ONLY, and not any company he may be associated.
What do we need to understand to change?
Navigating the Unknown
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Paul Ormonde-James Copyright 2016
Implementing change…..
How can this be
implemented?
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Levels of decisions
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Three Rules...29
OPEN & HONEST COMMUNICATION/INTERACTIONS
NEVER COMMIT TO DOING SOMETHING, AND NOT DELIVER
NO SURPRISES
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CYBERTREKING.COM By Paul Ormonde-James
Paul Ormonde-James Copyright 2016 Strictly Private & Confidential - This presentation refers to the views of Paul Ormonde-James ONLY, and not any company he may be associated.
Maturity makes a difference
Navigating the Unknown
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TDWI maturity model
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TDWI maturity model – Data integration considerations
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TDWI Maturity Model – Local/Global considerations & impacts
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TDWI maturity model - The technology curve impacts
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Structure Potentials – Choices of structures for success
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Structure Challenges
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Structure benefits
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Investment relates to maturity!
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Why it cannot be a race…..
SPEED TO
CHANGE
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Paul Ormonde-James Copyright 2016
Analytics adoption is not just about analytics…..
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Another way at looking at it for executives
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What is it called and why…….DEFINITIONS ARE CRITICAL (meta data)
WHO ARE WE?
WHO KNOWS
THIS?
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Paul Ormonde-James Copyright 2016
Changing a culture
EVOLUTION
REVOLUTION
Pros’ vs Cons.
TIME
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Paul Ormonde-James Copyright 2016
What have we learnt? ……
How to implement?
Working session
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CYBERTREKING.COM By Paul Ormonde-James
Paul Ormonde-James Copyright 2016 Strictly Private & Confidential - This presentation refers to the views of Paul Ormonde-James ONLY, and not any company he may be associated.
Why personal style matters
Navigating the Unknown
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How many are we talking about?
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Personality Types
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So what is you, and who do you deal with?
UNDERSTAND the difference in personality styles when COMMUNICATING with executives and analytic consumers. Weather by voice, dashboards, visualisations & presentations
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Paul Ormonde-James Copyright 2016
Internal pressure to be measured, monitored and controlled
Politics
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Paul Ormonde-James Copyright 2016
What have we learnt? ……
How to implement?
Working session
Paul Ormonde-James Copyright 2016
CYBERTREKING.COM By Paul Ormonde-James
Paul Ormonde-James Copyright 2016 Strictly Private & Confidential - This presentation refers to the views of Paul Ormonde-James ONLY, and not any company he may be associated.
SELF SERVICE BI
Navigating the Unknown
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Growing demand – Why?
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Self Service BI
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Is Self Service bi everything?
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Should be easy, but wait…..
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What do organisations actually say…..
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What do management see? …….
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Self Service Architecture
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What have we learnt? ……
How to implement?
Working session
Paul Ormonde-James Copyright 2016
CYBERTREKING.COM By Paul Ormonde-James
Paul Ormonde-James Copyright 2016 Strictly Private & Confidential - This presentation refers to the views of Paul Ormonde-James ONLY, and not any company he may be associated.
Program Management
Navigating the Unknown
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Which is the best way to deliver?
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PMBOK
• PMBOK is short for Project Management Body of Knowledge.
• Users of this system find that it has more substantial frameworks for contract management, scope management and other aspects which are arguably less robust in PRINCE2.
• However, many users of PMBOK find that they are not entirely happy with the way this system limits decision making solely to project managers, making it difficult for handing over aspects of the management to other parties and senior managers.
• With PMBOK, the project manager can seemingly become the primary decision maker, planner, problem solver, human resource manager and so on.
47 steps
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Simple Prince 2…..
Traditional approach when governance & legislative controls are needed
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Prince2……
• PRINCE2 stands for Projects in a Controlled Environment and this is a project management program that shares more of the functional and financial authority with senior management, not just the project manager.
• This program has a focus on aiding the project manager to oversee projects on behalf of an organisation's senior management.
• On the pros side, PRINCE2 provides a single standard approach to the management projects, which is why many government and global organisations prefer this option.
• It is also favoured because of its ease of use, which makes is easy to learn, even for those with limited experience.
• On the downside, there are users who feel that PRINCE2 misses the importance of “soft skills” that should be a focus for a project manager.
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Agile at a Glance…..
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Agile…..
• Agile is a more distinct program from PMBOK and PRINCE2.
• The Agile methodology is more flexible, making it better able to produce deliverables without the need for substantial changes and reworking.
• Tasks can be broken down into smaller stages and this allows for substantial risk reduction through earlier assessment, testing and analysis.
• The main drawback of Agile is that if it is not fully grasped, the methodology could lead to unattainable expectations
Note applying agile incorrectly makes the process FRAGILE!
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Project Delivery Summary
• If you're interested in comparing PMBOK vs PRINCE2 vs Agile and you're wondering about the pros and cons there are several answers.
• Each of these has it distinct differences.
• If you're project needs to be small and adaptable, then Agile may be the answer.
• If the project manager needs to be the sole decision maker, then PMBOK could be preferable and so on.
• Each project manager will form different opinions and they may even change their mind on which is best based upon changes from one project to the next.
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Paul Ormonde-James Copyright 2016
What have we learnt? ……
How to implement?
Working session
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Paul Ormonde-James Copyright 2016
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Conclusion…..
There is no right answer, too many
variables
It is a journey
Communication, communication,
communication
Measure by talking
Change if you have to
Stakeholder support is paramount
Understand - WHY
Paul Ormonde-James Copyright 2016
CYBERTREKING.COM By Paul Ormonde-James
Paul Ormonde-James Copyright 2016 Strictly Private & Confidential - This presentation refers to the views of Paul Ormonde-James ONLY, and not any company he may be associated.
You can make a difference
Questions?
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Navigating the Unknown