IT GOVERNANCE GSI 615 Carmen R. Cintrón Ferrer ©

IT Governance & IT Leadership Carmen R. Cintrón Ferrer, , Reserved Rights

Manage or Lead? Carmen R. Cintrón Ferrer, , Reserved Rights  Why Projects Fail? (Dilbert Video)Dilbert Video  Change management Explained (Video)Video  Kotter’s 8-Step Model (Video) (Coaching Studio)VideoCoaching Studio  How to make employees efficient (Video)Video  Good teamwork and Bad Teamwork (Video)Video  Managing versus Leading A Case Study – (Cornellius and Assoc. )Cornellius and Assoc.

Manage or Lead Carmen R. Cintrón Ferrer, , Reserved Rights Leaders:  Guide people from a current set of circumstances to a new situation in the future  Lead people despite the obstacles that may occur.  See possibilities, have new ideas, invite new ideas from others, envision a desirable future, and provide a needed sense of direction.  Communicate their vision in ways that inspire and motivate others to want to reach that same vision. Managers spend most of their energy being the best at current operations and less energy creating a vision for the future. ©2013 Cornelius & Associates

Manage or Lead Warren Bennis, On becoming a leader  Innovate  Focus on People  Inspire Trust  Have a longer term perspective  Ask what? And why?  Have their eyes on the horizon  Challenge the status quo  Be their own person  Do the right things  Administer  Focus on systems and structure  Rely on control  Have a short range view  Ask how? And when?  Have their eye on the bottom line  Accept the status quo  Are “good soldiers”  Focused on doing things right Carmen R. Cintrón Ferrer, , Reserved Rights LeadersManagers

Traits of a good Leader Compiled by the Santa Clara University and the Tom Peters Group Carmen R. Cintrón Ferrer, , Reserved Rights  Honest — Display sincerity, integrity, and candor in all your actions. Deceptive behavior will not inspire trust.  Competent — Base your actions on reason and moral principles. Do not make decisions based on childlike emotional desires or feelings.  Forward-looking — Set goals and have a vision of the future. The vision must be owned throughout the organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming from their basic values.  Inspiring — Display confidence in all that you do. By showing endurance in mental, physical, and spiritual stamina, you will inspire others to reach for new heights. Take charge when necessary.  Intelligent — Read, study, and seek challenging assignments. See

Traits of a good Leader (2) Compiled by the Santa Clara University and the Tom Peters Group Carmen R. Cintrón Ferrer, , Reserved Rights  Fair-minded — Show fair treatment to all people. Prejudice is the enemy of justice. Display empathy by being sensitive to the feelings, values, interests, and well-being of others.  Broad-minded — Seek out diversity.  Courageous — Have the perseverance to accomplish a goal, regardless of the seemingly insurmountable obstacles. Display a confident calmness when under stress.  Straightforward — Use sound judgment to make a good decisions at the right time.  Imaginative — Make timely and appropriate changes in your thinking, plans, and methods. Show creativity by thinking of new and better goals, ideas, and solutions to problems. Be innovative! See

Approach to Leadership Four Framework Approach Carmen R. Cintrón Ferrer, , Reserved Rights  Bolman and Deal's Four Framework consists of:  Structural Framework - Social architect whose leadership style is analysis and design - focus on structure, strategy, environment, implementation, experimentation, and adaptation.  Human Resource Framework - Catalyst and servant whose leadership style is support, advocate, and empowerment - visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organization.  Political Framework - Advocate, whose leadership style is coalition and building - clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders; use persuasion first, then use negotiation and coercion only if necessary.  Symbolic Framework - Prophet, whose leadership style is inspiration, view organizations as a stage or theater to play certain roles and give impressions; these leaders use symbols to capture attention; they try to frame experience by providing plausible interpretations of experiences; they discover and See

Leadership Styles – Cornelius & Associates Carmen R. Cintrón Ferrer, , Reserved Rights  Leadership behavior:  Submissive  Low Assertive  Medium Assertive  High Assertive  Aggressive  Optimum Style: Assertive (Degree will depend on scenario)  Assertive leadership behavior style: Caring Collaborating Compelling

Leadership Class Exercise Carmen R. Cintrón Ferrer, , Reserved Rights

Leadership Class Exercise Carmen R. Cintrón Ferrer, , Reserved Rights  Break group into three teams  Each team will work on Leadership Exercise per instructions provided in the next slide  After completing the Leadership Exercise each team needs to determine the best approach for achieving success ( Bolman and Deal's Four Framework ) and justify its conclusion.  Which leadership traits the group considers key in getting this project completed on time and within budget constraints? (Refer Traits of a Good Leader)  Which leadership style should be followed?

Leadership - Performance Juxtaposition ( Carmen R. Cintrón Ferrer, , Reserved Rights  Asking the Right Questions (and solving them) Teams:  Write (5) key questions for developing an International Students Web Site for USC  Team #1 (How does the project support USC Mission?- IT Alignment)  Team #2 (Resources needed for a successful project)  Team #3 (Skills and knowledge each one has to learn)  Consequences of success/failure  Group discussion:  How will the team or team leader know if all the questions have been asked and answered?  How do questions help to ensure that the project is successful?  What type of questions must be asked and answered to ensure the project is appropriate for the organization?

Manage or Lead Carmen R. Cintrón Ferrer, , Reserved Rights  Both are needed in the organization – See also Leadership styles for dealing with people, Cornelius & AssociatesCornelius & Associates  Which are you currently? (Manager/Leader/None)  Based upon the assigned exercises (Module V), which is your leadership style? What are your strengths in the behavior checklist?  Do you see yourself in a leadership position? Are you willing to work on the areas that need strengthening?  Which style(s) is(are) key for IT Governance?  What traits you consider critical for IT Governance?

Change Management Carmen R. Cintrón Ferrer, , Reserved Rights

Change Management Carmen R. Cintrón Ferrer, , Reserved Rights  Organizational Understanding of want/need to change  Correct Understanding of the people:  Willing to change  Forced to change  Effective Realization of Change  Understanding Change Dynamics

Responsibility for managing change Dr. Olaf Passenheim, Change Management, 2010, Bookboon, p. 22 Carmen R. Cintrón Ferrer, , Reserved Rights  What needs to be change? (change initiative)  Why the change is needed? (change objective)  Where are we? (Reality check)  How change will impact?  Organization – macro level  People – micro level  What are the change barriers?:  Change Journey Plan, Map and Milestones  How to achieve milestones?  Capability development and enablement  People and Structure alignment  Business Readiness Development  Communication and Ownership Development

Carmen R. Cintrón Ferrer, , Reserved Rights  Phase I – Preparing for Change:  Define strategy  Prepare team  Develop sponsorship model  Phase II – Managing Change:  Develop change management plans  Implement plans  Phase III – Reinforcing change:  Collect and analyze feedback  Diagnose gaps and manage resistance  Implement corrective actions  Celebrate success Process for managing change Dr. Olaf Passenheim, Change Management, 2010, Bookboon, p. 23

Carmen R. Cintrón Ferrer, , Reserved Rights  Expose or create a crisis (Burning platform)  Inspire to achieve remarkable things (Challenge)  Just tell them to move! (Command)  Provide cold, hard data, difficult to ignore (Evidence)  Shake people out of their comfort zone (Destabilize)  Teach them to change (Educate)  Tell what to do, not how to do (Manage by Objectives)  Redesign to force change in behavior ( Restructuring)  Hold an activity to help let go of past (Rites of passage)  Provide a formal objective (Set goals)  Done well! Visions work to create change (Envisioning) Ways to make change happen Dr. Olaf Passenheim, Change Management, 2010, Bookboon, p. 25

John Kotter’s 8 steps for Leading Change (as cited by Passenheim in Change Management, p. 29) Carmen R. Cintrón Ferrer, , Reserved Rights  Increase urgency (inspire people to move)  Build the guiding team (right people, right emotional commitment and mix of skills and levels)  Get the vision right (focus on emotional & creative aspects to drive service and efficiency)  Commitment for buy-in (Involve, communicate, appeal and respond)  Empowerment actions (Remove obstacles, support, reward and recognize)  Create short term wins (Aims easy to achieve, Manageable number of initiatives, Finish one stage before starting the next)  Do not let up (Foster and encourage determination and persistence)  Make change last (Reinforce value of successful change, weave change into culture)

Change Management Strategies Dr. Olaf Passenheim, Change Management, 2010, Bookboon, p. 36 Carmen R. Cintrón Ferrer, , Reserved Rights StrategyAdvantagesDisadvantages Directive Relatively fastIgnores the views of those affected by change Negotiate Change recipients participate Reduced resistance Relatively slow Anticipated change may have to be modified Educate People committed to changeRelatively slower Increased costs and resources Expert Use relevant expertise Small groups Fast to implement Expertise may be challenged Resistance of those excluded Participative Change more likely to be accepted More people committed Relatively slow to implement More complex to manage Increased costs and resources

Change management, What to avoid? Dr. Olaf Passenheim, Change Management, 2010, Bookboon, p Carmen R. Cintrón Ferrer, , Reserved Rights  Lack of analysis of the strategic and operative challenge  Insufficient problem awareness  Inadequate or insufficient communication  Bad change management style  Unprofessional management of stakeholders  Workload and speed of change processes too big  Unprofessional use of methods in the change process  Lack of control

Carmen R. Cintrón Ferrer, , Reserved Rights Content Strategic Operative KPI’s Vision Culture evaluation Open Space Sessions Management meetings Internal Communication External Communication Commitment MBO 360 feedback Incentive system Reward Management Management Audit Feedback Platforms Capability Efficient Project Management Coaching Team building Model of Competencies Training-HR Development Leadership Development Knowledge control Tests Culture Leadership Guidelines Quality Management Learning Organization Alternate Job Models Change Controlling The 4C-Toolbox of Change Management Dr. Olaf Passenheim, Change Management, 2010, Bookboon, p. 50