1st Edition
The Integrator A Change Management Framework for Achieving Agile IT Project Success
When a $145 million IT project failure pushes Los Angeles to the edge of financial meltdown, the County CEO asks Max McLellan, a harried IT project manager, aka The Integrator, for help. The County Board gives Max 30 days to identify the problem and find a solution. At first Max finds the usual missteps, but something bigger and darker beckons, an explosive source of project failure. He must do something different, rattling ghosts of previous County IT failures, uncloaking crookedness, and exposing truths that shatter careers.
With some people rooting for his failure, Max battles to fit all the pieces together with the County team, applying his proven framework to define the problem, plan a solution and execute it successfully.
It’s common knowledge that barely 50% of IT projects succeed, per a 2017 Project Management Institute report. Equally well-known, 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, The Integrator offers a proven narrative on the organizational change framework for achieving Agile IT project management success based on the author’s 45+ year client experiences and published research.
The Integrator defines change management as the single overarching methodology integrating Agile IT and project management. 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. In fact, while all IT projects are about change, successful projects change human behavior.
The methodologies included in the framework, described in The Integrator, include:
• 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 derived from the Institute of Electrical Engineers (IEEE) Guide to the Software Engineering Body of Knowledge (SWEBOK) standard.
• Agile as defined by the Agile Alliance’s Agile Manifesto.
Written by a certified Project Management Professional and accredited change management practitioner, The Integrator chronicles the challenges involved in applying this framework in a real-world setting to achieve successful project implementation.
FOREWORD
ABBREVIATIONS AND ACRONYMS
CHARACTERS
PREFACE
ACKNOWLEDGEMENTS
ABOUT THE AUTHOR
- FAILURE
Investigation
Surprise
Plan
- CHANGE
- STRATEGY
- CLIMATE
- OBJECTIVES
- SCOPE
- GOVERNANCE
- PHILOSOPHY
- PROCUREMENT
- PLAN
- EXECUTION
- CUTOVER
- CLOSING
DELTA Framework
Change Management Methodology
Project Management Methodology
IT Management Methodology
Agile Philosophy
Reality
Resilience
Purpose
Resources
Storytelling
Priorities
Team Size
Strategic Plan
Structure
Organization Stress
Implementation History
Target Readiness
Agent Capacity
Sponsorship
Cultural Fit
Reinforcement
Communication
Involvement
Personal Beliefs
Fear
SMART Objectives
Measurable
Achievable
Realistic
Specific
Time Bound
Quantity
Definition
Key Role Map
Champions
Agents
Sponsors
Targets
Social Network Map
Central Connectors
Boundary Spanners
Information Brokers
Peripheral Specialists
Integration
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
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
Product Planning
Training
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
Sponsorship
Scope
Schedule
Cost
Resources
Communication
Risk
Procurement
Requirements
Infrastructure
Network
Conversion
Interfaces
Workflow
Security
Testing
Training
Project Manager
Cutover Plan
Objective
Readiness
Approach
Schedule
Support
Communication
Monitoring and Controlling
Pre-Live
Go-Live
Post-live
Optimization
Stabilization
Competency
Continuous Improvement
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
Biography
Scott Coplan is a change and Agile IT project manager, advisor, educator, author and speaker. In 1991, he founded COPLAN AND COMPANY to help communities in need with IT project management.
With 45+ years of experience of advising top government leaders, Scott successfully manages IT projects that transform or radically change the way clients deliver services. For example, Scott oversaw the largest, successful enterprise system implementation including nine financial, administrative and clinical applications at three separate Los Angeles County, California hospitals in both in-patient and ambulatory settings.
Previously, Scott was a Clinical Assistant Professor teaching master’s degree students in project management for the University of Washington’s Schools of Public Health, Medicine, and Nursing. Scott was also an IT project manager at Deloitte (formerly Touche Ross) and Booz Allen and Hamilton. Scott holds an MPA from the University of Washington and a BA from Beloit College.
Scott is a Project Management Professional (PMP) and Accredited in Implementation Management Associates (IMA) change management methodology, Accelerating Implementation Methodology (AIM). Scott is a member of the Project Management Institute (PMI), Agile Alliance, Institute of Electrical and Electronic Engineers (IEEE) Computer Society and founding member of the Association of Change Management Professionals (ACMP). He is also a Fellow with the Healthcare 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 textbook supplement for university-level courses on project management throughout North America. Scott and David also co-authored several quarterly columns for the peer-reviewed Journal of Healthcare Information Management (JHIM).
Specialties: Leadership, change management, and Agile IT Project management for health care, justice, and administrative systems.
