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Technology Challenges and 10 Critical Success Factors
Kelly Harris Bill Romesburg
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Your Tech Guide Published by COPS
For administrators, project managers, line level and technical staff First and only guide of its kind that melds industry-wide best practices in planning, purchasing and implementation, uniquely tailored to the needs of law enforcement agencies Based on “Dummies” guides Replete with tools, tips, checklists, “how-tos” and real-life examples. Your textbook for the next three days, so bring it with you!
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So What’s the Big Deal? Why are we holding a conference? Writing books? Providing technical assistance? True or False: Implementing technology is as simple as purchasing an off-the-shelf product, plugging it in, conducting some training and calling it “live.”
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What We Hear The technology we bought doesn’t:
Work! Do what we want it to do Integrate with other systems properly “The users hate the new system.” “We’ve been planning for more than a year and are nowhere near purchasing a system.” “The vendor us”: Didn’t deliver a system Didn’t meet their promises We paid them, but we still don’t have a system “Our Chief/Sheriff didn’t support the project.” “This is a national role model, alright…” “Managing this project is like herding cats…”
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“Managing this project is like herding cats…”
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Why is Technology Planning and Implementation Difficult?
Page 11 Requires in-depth understanding of: Agency business processes User needs Legal requirements Procedural issues Technology How to align all of these elements
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Technology is a Strategic Issue
Multiple budget cycles to build Multiple funding streams that must be leveraged In regional and/or integrated justice efforts that involve multiple agencies and different disciplines: Independent agencies Separate branches of government Independent systems for collecting and maintaining data
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Despite the Challenges…
Information is mission critical! Technology enables: Rapid communication of critical information Accurate and reliable information Important linkages between data elements (people, places, vehicles, locations, etc.) Improved personnel safety COPS Initiatives Officers and dispatchers more efficient and effective in decisionmaking Command staff better informed to enhance crime prevention Detectives better equipped to investigate crimes and accidents Increased public knowledge through officers and Web sites Change in policing from reactive to proactive
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Is it Just a Government Problem? NO!
The Standish Group surveyed hundreds of public and private organizations (of various sizes) regarding information technology initiatives Purpose: Document success/failure rates Determine best practices Identify critical success factors
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Standish Group Findings
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Unique Challenges Attendees:
What do you think will be the most difficult aspect of your initiative? Here we can explore whether they think they “need” this training and why or why not… Small Agency Example Large Agency Example
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The Top 10 List Governance Human Resources Scope Time Cost Quality
Communications Risk Procurement Integration KELLY Standish Group Findings = Top 10 Things Org’s can do to increase their chances of success Result = The 10 Elements of Strategic Planning
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Pitfalls and the Top 10 List
Common pitfalls in government technology projects How they relate to the top 10 list Pitfall avoidance! KELLY
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Top 10 Critical Success Factors
User Involvement Executive Management Support Clear Statement of Requirements Proper Planning Realistic Expectations Interim Project Milestones Competent Staff Ownership Clear Vision and Objectives Hard-working, Focused Staff
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Failure to Establish a Governance Structure
1 Failure to Establish a Governance Structure Page 24-36 Pitfall Avoidance! Establish a formal governance structure Employ a steering committee with executive participation Create and use subgroups Hire or assign a dedicated project manager 10 Key Strategic Planning Components Governance Human Resources Scope Time Cost Quality Communications Risk Procurement Integration BILL After summarizing slide, seek examples: Large Agency Small Agency
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Failure to Assess Human Resources
2 Failure to Assess Human Resources Page 37 Pitfall Avoidance! Secure executive management support Involve users Have an invested and competent staff Have a hard-working, focused staff 10 Key Strategic Planning Components Governance Human Resources Scope Time Cost Quality Communications Risk Procurement Integration KELLY Assess HR on a variety of levels:
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Failure to Define Scope
3 Failure to Define Scope Page 121 Pitfall Avoidance! Analyze needs Improve business processes Set realistic, achievable expectations Define scope with project team and vendor Develop/execute change management process 10 Key Strategic Planning Components Governance Human Resources Scope Time Cost Quality Communications Risk Procurement Integration BILL
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Not Setting Realistic Timeframes
4 Not Setting Realistic Timeframes Page 129 Pitfall Avoidance! Prepare a realistic timeline Identify resources within a Gantt chart Identify measurable interim milestones Develop/execute change management process 10 Key Strategic Planning Components Governance Human Resources Scope Time Cost Quality Communications Risk Procurement Integration KELLY
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It’s All Related…
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Creating an Unrealistic or Inaccurate Budget
5 Creating an Unrealistic or Inaccurate Budget Page 137 Pitfall Avoidance! Prepare one-time/recurring cost estimates Budget for all project-related costs Develop and use detailed payment plans Develop cost controls 10 Key Strategic Planning Components Governance Human Resources Scope Time Cost Quality Communications Risk Procurement Integration BILL
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Failure to Develop and Use Quality Assurance Tests
6 Failure to Develop and Use Quality Assurance Tests Page 213 Pitfall Avoidance! Clearly define requirements Identify minimum acceptance criteria Develop and execute acceptance test plan(s) 10 Key Strategic Planning Components Governance Human Resources Scope Time Cost Quality Communications Risk Procurement Integration KELLY
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Failure to Communicate at All Project Levels
7 Failure to Communicate at All Project Levels Page 159 Pitfall Avoidance! Develop a Communications Plan Include/Inform Users Analyze and Report Progress/Performance Use a Project Website 10 Key Strategic Planning Components Governance Human Resources Scope Time Cost Quality Communications Risk Procurement Integration BILL
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Failure to Conduct Risk Management
8 Failure to Conduct Risk Management Page 149 Pitfall Avoidance! Identify potential project risks Include contingency funds in the project budget Develop a risk management plan 10 Key Strategic Planning Components Governance Human Resources Scope Time Cost Quality Communications Risk Procurement Integration KELLY
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Failing to Follow Best Practices in Procurement
9 Failing to Follow Best Practices in Procurement Page 173 Pitfall Avoidance! Develop a detailed RFP Use functional specifications Conduct comprehensive selection process Conduct thorough contract negotiation Develop/maintain vendor action item list 10 Key Strategic Planning Components Governance Human Resources Scope Time Cost Quality Communications Risk Procurement Integration BILL
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Failure to Integrate When Appropriate
10 Failure to Integrate When Appropriate Page 96 Pitfall Avoidance! Consider other IT efforts and your ability to share data: within the agency with external justice partners 10 Key Strategic Planning Components Governance Human Resources Scope Time Cost Quality Communications Risk Procurement Integration KELLY
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Symptom Root Problem(s)
The technology we bought doesn’t: Work Do what we want it to do Integrate with other systems… Lack of, or insufficient strategic/project planning The users hate the new system Lack of user involvement in system planning and procurement We’ve been “planning” for more than a year and are nowhere near purchasing a system Lack of strong project management The vendor ______ us : Didn’t deliver a system Didn’t meet their promises We paid them, but still don’t have a system Lack of, or insufficient planning Lack of, or insufficient research on vendor and product Poor RFP design Lack of contract negotiation skills (esp. for IT) Our Chief/Sheriff didn’t support the project Failure to garner executive sponsorship from the project’s Initiation We missed important deadlines Poor project planning KELLY + BILL
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Process, Not a “Project”
KELLY
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