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The Integrator
A Change Management Framework for Achieving Agile IT Project Success




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ISBN 9780367431655
March 25, 2022 Forthcoming by Productivity Press
280 Pages 15 B/W Illustrations

 
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Book Description

Barely 50% of IT projects succeed, per a 2017 Project Management Institute report. Approximately, 70% of large-scale change management initiatives fail according to a 2017 McKinsey & Co. report. Given the challenge to overcome these low success rates, this book provides a proven methodology, using change management as the single overarching framework, to integrate project and IT management and achieve significantly greater IT project success rates. The authors experience and published research maintain this approach will reap greater IT project success.

This book focuses on change management as the single overarching framework integrating project and IT management, applied to all industries. The methodology described in this book elevates change management as the driving discipline into a single, proven methodology. It does this because all projects are about change – significant organizational and personal change. The people involved – their participation in and understanding and support of these changes – ultimately determine IT projects success or failure.

The primary focus of this book is change management integrated with project and IT management. It will also provide examples, applying this integrated approach to a variety of industries. The scope of the book includes:

• Change management as defined by AIM (Accelerating Implementation Methodology).

• Project management as defined by the Project Management Institute (PMI) Guide to the Project Management Body of Knowledge (PMBOK Guide ®) standard.

• IT management as defined by the Institute of Electrical Engineers (IEEE) Guide to the Software Engineering Body of Knowledge (SWEBOK) standard coupled with Agile software development framework.

The methodology and standards define each discipline’s boundaries. The book relies on these boundaries to define its scope. It integrates and illustrates their integrated application with specific examples from numerous industries. This includes application of the integrated methodology in a case described at the end of the book.

Essentially, written by a certified Project Management Professional and accredited change management practitioners, this book presents an effective methodology encompassing standards and successful practices from Accelerating Implementation Methodology, project management, and IT management for streamlined IT project success. The book examines each management discipline in detail as defined in knowledge areas. It then describes the core change management methodology required within each knowledge area in IT projects. The book then concludes with a real-world case identifying how to apply this integrated approach to achieve successful IT project implementation.

Table of Contents

FOREWORD

ABBREVIATIONS AND ACRONYMS

CHARACTERS

PREFACE

ACKNOWLEDGEMENTS

ABOUT THE AUTHOR

  1. FAILURE

Investigation

Surprise

Plan

  1. CHANGE
  2. DELTA Framework

    Change Management Methodology

    Project Management Methodology

    IT Management Methodology

    Agile Philosophy

    Reality

    Resilience

  3. STRATEGY
  4. Purpose

    Resources

    Storytelling

    Priorities

    Team Size

    Strategic Plan

  5. CLIMATE
  6. Structure

    Organization Stress

    Implementation History

    Target Readiness

    Agent Capacity

    Sponsorship

    Cultural Fit

    Reinforcement

    Communication

    Involvement

    Personal Beliefs

  7. OBJECTIVES
  8. Fear

    SMART Objectives

    Measurable

    Achievable

    Realistic

    Specific

    Time Bound

    Quantity

  9. SCOPE
  10. Definition

    Key Role Map

    Champions

    Agents

    Sponsors

    Targets

    Social Network Map

    Central Connectors

    Boundary Spanners

    Information Brokers

    Peripheral Specialists

    Integration

  11. GOVERNANCE
  12. DHS IT

    Project Organization

    Membership

    Director and Steering Committee

    Quality Manager and Project Director

    Health Technology Advisory Committee

    Project Management Team

    Scrum Team

    Change Management Team

    Workflow Analysis Team

    DELTA Team

    Reporting

    Communication

    Reinforcement

    Results-Based Management

    Training

    Support

  13. PHILOSOPHY
  14. Agile Mindset

    Agile Values and Principles

    Value 1 – Individuals and Interactions Over Processes and Tools

    Principle 5

    Principle 11

    Principle 12

    Value 2 – Working Software Over Comprehensive Documentation

    Principle 7

    Principle 9

    Principle 10

    Value 3 – Customer Collaboration Over Contract Negotiation

    Principle 4

    Principle 6

    Value 4 – Responding to Change Over Following a Plan

    Principle 1

    Principle 2

    Principle 3

    Principle 8

  15. PROCUREMENT
  16. Product Planning

    Training

  17. PLAN
  18. Scrum Assumptions

    Sprint Length

    Ideal Days

    Accountability

    Dependencies

    Spike

    Velocity

    Other Assumptions

    Workflows

    Chart Abstracts

    Clinical Documentation

    Uncertainty

    Scrum Planning

    Release Planning

    Sprint Planning

    Day Planning

  19. EXECUTION
  20. Sponsorship

    Scope

    Schedule

    Cost

    Resources

    Communication

    Risk

    Procurement

    Requirements

    Infrastructure

    Network

    Conversion

    Interfaces

    Workflow

    Security

    Testing

    Training

    Project Manager

  21. CUTOVER
  22. Cutover Plan

    Objective

    Readiness

    Approach

    Schedule

    Support

    Communication

    Monitoring and Controlling

    Pre-Live

    Go-Live

    Post-live

    Optimization

    Stabilization

    Competency

    Continuous Improvement

  23. CLOSING

Lessons Learned

Next

APPENDIX 1 - DELTA FRAMEWORK

Change Management

Accelerated Implementation Management Methodology

Road Map

Project Management

Project Management Body of Knowledge Guide Methodology

Process Groups

Knowledge Areas

IT Management

IEEE Software Body of Knowledge Methodology (Derived)

Knowledge Areas

Agile Philosophy

Values

Principles

APPENDIX 2 - ASSESSMENTS AND CHECKLISTS

Accelerated Implementation Management

Other

BIBLIOGRAPHY

INDEX

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Author(s)

Biography

Scott Coplan  is both a change and project manager, educator, author and speaker on industry successful practices. In 1991, he founded COPLAN AND COMPANY to focus on improving lives with IT project management. With over 40 years of experience, Scott successfully manages IT projects that transform or radically change the way clients deliver services to people in need. This includes providing integrated change and project management services involving planning, acquisition, transformation, implementation, quality assurance, and optimization.

Formerly with Deloitte & Touche and Booz Allen and Hamilton, Scott holds an MPA from the University of Washington and a BA from Beloit College, and is a Project Management Professional (PMP®), Certified Professional in Healthcare Information Management Systems (CPHIMS), and Accredited Accelerating Implementation Methodology (AIM). practitioner. He is a member of the Institute of Electrical and Electronic Engineers (IEEE) Computer Society, Association of Change Management Professionals (ACMP) and Project Management Institute (PMI).

He is also a member and Fellow with the Health Information and Management Systems Society (HIMSS). Scott co-authored the book Project Management for Healthcare Information Technology, with David Masuda, M.D., McGraw-Hill, 2011, currently used as a college and university textbook on project management throughout North America. Scott and David also co-authored a study indicating our integrated change management methodology increases the likelihood of IT project success. This study, Redefining Health IT Project Success, appeared in the Spring 2012 peer-reviewed Journal of Healthcare Information Management (JHIM).