Inspirational Leadership - An Interview with Robert Selvadurai

Robert Selvadurai is currently a Senior Manager in the OPS, in the Children’s and Corporate Systems Development and Maintenance Branch of the CYSSC.

The interview is a revealing testimonial to managing processes and technology while leading people in a way that results in staff or project team members contributing to the fullest and becoming empowered to leveraging processes and technology that meets their individual needs and the goals of the organization.

The following is an excerpt from an interview conducted with Robert Selvadurai on March 4, 2012:

Joseph: What are some key management competencies you have exhibited on a regular basis in all your positions as manager?

Robert: Communication, Leadership, active listening, empathy

Joseph: Having managed and worked with Project Managers, the client (Business side), governance bodies and with processes, what would you say would be critical, or required, to ensure project success ?

Robert: It is up to the Business (the client) to prioritize needs. The requirements are driven by Business. IT (Cluster) and Business are partners in delivery, or work in conjunction to deliver. IT depends on Business because they know their business well. IT & Business need to build trust over time, by planning together, communicating well, being transparent.

The Gating process ensures that all ideas are looked at. At Gate 0, which ones will advance is identified. What's looked at is how critical is the idea to business. Is the new work (projects, enhancements) discretionary or non-discretionary? Is the application mission critical or business critical or simply best effort to maintain and support?

PMs to understand what to deliver, if it is feasible, how much, how soon, etc. They need to identify issues, address them and empower the right people to take ownership.

PMs should not be afraid to report project status that is true - accurate reporting early will enable the PM to move the process accordingly, i.e. report a project is yellow or red and do not be afraid to ask for help.

PMs should have control of resources for purpose and duration of the project (even those that are not fully dedicated to the project, whatever percentage of their time is to the project) and also control scope, timelines, cost. They should conduct critical analysis and report back to management to keep them in the loop all the way through.

PMs should hold regular meetings with clients, steering committees (other governance and approval bodies) and expose the issues and show stoppers, if any.

Governance models are important because when there are issues, the people that are members of such groups provide direction. There needs to be sponsorship at the most senior level, at the Cluster Management Committee CMC (which includes the DM and the CIO), then at the Director level, then at the Senior Management level, then with the Managers (line & functional). Needs are prioritized based on criteria (to get buy-in) and based on criticality of initiatives, i.e. cost, resources (given certain capacity). For IT, the CIO has to support the decisions at the executive committee table. In one Dev & Mtce organization, governance includes: PRC; Cluster Portfolio Board; IT Exec Committees (CIO, ADMs), ministry management committee - these groups decide on priority.

The expectations on both sides have to be managed. Both sides have to understand their roles and responsibilities. Leadership on both sides look at every which way there is for the project to be successful

Joseph: What are some aspects of communication, leadership, project management or management processes that should be present or managed when working on projects or initiatives?

Robert: There has to be communication regarding service delivery. First a list of ideas generated should be considered and IT should participate with the client (Business) on any new ideas coming out of RbP exercises, etc.

Our organization, as do many others, has Business Relationship Managers as part of the intake process. This role is critical but in some organizations this roles is a hit and miss. The 'engagement' model, some have this working better than others. To work well, the business consultant must have good knowledge of the business, the priority setting process etc.

Communication, for example, is not just through email. There should be established regular meetings for projects, have voice at the various levels and tables of the business hierarchy. Everyone should know, understand and agree on the priorities. Business should be aligned to the government priorities and IT to business. No surprises.

Most times IT knows not to get technical with business so that they can understand what is being presented. IT cannot be everything for everyone. IT needs to be honest and transparent to its clients so they can go in with their eyes open. Clients do not appreciate it when we try to pull the wool over their eyes. There should be a partnership which means that IT has to be the expert in delivery, has to present the options, the risks and the right advice in order to become a trusted advisor to the client. The # 1 goal for IT is to give client the best advice, then the next one is to come up with a solution. If Business changes the way it delivers, IT must change the way it delivers too.