It’s because the Internet of Things (IOT) is the future of products and services. Objects become avatars for services that can be updated, improved, and changed continuously.
Imagine if every industrial device, municipal machine, home, car, and appliance is instrumented with a connected sensor, and can respond to remote commands from an automated system based on real-time analysis of fantastically large amounts of data collected and integrated from many sources.
These objects will be able to behave based on large amounts of interrelated, context-aware, and pattern-based data in a predictive and personalized fashion. This is certainly changing product & service design and development, and implementation and management. Adapting current and pioneering new project management methods will be needed to successfully lead this rapidly evolving transformation of the world economy.
We will see dramatic change in every industry from automotive, insurance, health care, retail, and more impacting our lives in complex and likely unexpected ways.
- Concise one-time four hour facilitated workshop to capture objectives and associated initiatives, and surface clarity on impact, integration, gaps, options, resources, scope, timing, and sequence.
- Develop a deeper Systems Thinking understanding of how initiatives by function can/should be prioritized to deliver strategic impact on a major organizational program, and the importance of position/organization design to enable key resources to focus sufficient time to achieve quality results.
- Team understanding and alignment of entire annual activity scope created on a single white board
- Individual objectives can be stack-ranked by positive impact on organization if achieved (decide what we can and cannot accomplish)
- Cross-functional relationships between objectives are understood and prioritized, and integration activities can be sustained
- Resulting set of objectives are feasible and achievable in 12 or 24 month time frame and sustainable beyond.
- Measurable where possible with time, resource, and financial or other numeric metrics.
White board heading structure:
Resources| Initiative| Functional Support| Gap| Outsource| Criticality | When| New Role|
Leading to quality dialog and development of:
- Important action items (fewer, better, more specific)
- Goal prioritization by function (top five in context of cross functional impact)
- Role strategy and prioritization
- Risk assessment and contingency scenario planning
- Initiative decision capability and confidence including implementation impact assessment
- Opportunities for simplification or consolidation of organizational design
- New solution concept generation
- Future visioning and strategy at organization (mission) and functional level
- Change management discussion
- Short-term communication plan
Two prisoners in adjacent cells were able to cut large openings in the rear of their cells, descend four stories into depths of the prison interior over multiple nights to break through a brick wall, cut through a two foot steam pipe twice, and cut through a chain securing the final exit manhole cover.
Over a period of weeks if not months:
- Guards did not verify human features at night during hourly checks (stuffed sweatshirts)
- Not inspecting interior spaces of prison, since October 2014 (no alarm system?)
- Not inspecting prison cells, thoroughly, ever?
- Prisoners routinely accessed tools stored by contractors, replacing carefully each morning
- Not changing prisoner cell assignments periodically
- No audit or review of processes
- Staff training?
- Prisoners had access to interior prison space for repair work, and learn about interior
- Little evidence of random or surprise inspections, audits, or stress testing
- Staff over-riding established security procedures without notification
- Increased risk permitting prisoners to wear civilian clothing, have bags in their cells, etc.
Complacency and slipping standards will up-end a project likely at the worst possible time.