project management
Sri Navya Tatikonda
ppmp20009_lecture_week_7.pptx
1
Core Enabling Processes
Strategic Alignment
Enables organisations to align portfolios with strategy through informed project selection
Find the strategic plan for the organisation related to your assignment case study.
How does your project align with the strategic objectives of the organisation?
2012 Qld State Election A brave world
New ideas, new structure, new mandate, new processes…
Information Services DoC - Early adopter
Portfolio composition adjusted
Implementing Organisational PM
5
Implementing Organisational PM Outputs
PM Methodology
Portfolio view
Changes to (or new) polices and procedures
Project document templates
Project roles and responsibilities
KPI visibility
Updated organisational change management, communications, and training plans
Foundational Organisational PM
6
Activities useful in developing an organisation PM
Establish definition of project management & a project
Cataloguing process to list all projects
Determine set of PM processes appropriate for each type of project
Describe process with consistent documentation format
Define tailoring process – flexibility and scalability
Establish reporting models
Governance
Enables:
Consistent management of projects
Maximisation of value
Effective decision making
By establishing:
Clear agreements
KPIs to monitor performance
Regular performance reviews,
And ensuring alignment to strategy
8
Competency Management
Facilitates the timely & appropriate assessment of skills and development of the experience to implement P3
Conducted with Human Resource Management
Tailored to organisation
By:
Short and long term competency planning
Ensuring everyone understands roles and responsibilities
Everyone has the required knowledge/skills and opportunity to expand
Mechanisms for continuous improvement
Review portfolio
Gap Analysis
Intervention strategies
Review impact
Assess necessary skills
Competency Management Activities
Competency model
Career development framework
Training curriculum
Experiential learning
Infrastructure of knowledge sharing
Assess alignment with Organisational skill needs
Benchmark against other organisations
“By failing to prepare, you are preparing to fail.”
Benjamin Franklin
1706-1790
Validate the Objectives
13
What are some problems that might arise when developing project objectives?
P520 Kerzner
Project objectives / goals not agreeable to all parties
Project objectives are too rigid to accommodate changing priorities
Insufficient time exists to define objectives well
Objectives are not adequately quantified
Objectives are not documented well enough
Efforts of client and project personnel are not coordinated
Personnel turnover is high
14
3 Column Analysis
Current State
How to get there
Future State
Processes
Organisation
Technology
Information
15
The 4th and 5th Columns
RISKS
ASSUMPTIONS
Change Agility
The ability to cope effectively with the discomfort of rapid change
“If you don’t like change, you’re going to like irrelevance even less.”
General Eric Shinseki,
Chief of Staff, U. S. Army
Change agility - ‘The ability to cope effectively with the discomfort of rapid change.’
Everything is changing, things are moving faster, we are being impacted in ways that we never conceived of.
Accenture’s term– Permanent Volatility.
Jan 9 2007 Steve Jobs announced the iPhone at the Apple’s Worldwide Developers convention.
June 29 2007 the iPhone was released. Hundreds of people lined up for its first release.
Stand up if you have a smart phone –iphone or android.
Organisations have to be agile to keep up with the ever changing environment, to maintain a competitive advantage, to survive.
The research shows change management is a key capability required for organisational agility.
PMI - 1/3 -Rigorous Change Management to better adapt to shifting markets.
Accenture 1/8 – Managing change as a core capability
PWC – 1/5 – Managing change through people
For the Individuals change agility is noted as 1/5 components of Learning Agility for executive development.
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Change Management
What?
A planned and structured approach to transitioning to a desired future state.
Who are we transitioning?
Individuals,
teams, and
organisations
Why?
Improves…
Likelihood of success
Return on investment
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| Element | Goal or Objective |
| “The Change” | To improve the organisation in some fashion – for instance reducing costs, improving revenues, solving problems, seizing opportunities, aligning work and strategy, streamlining information flow within the organisation. |
| Project Management | To develop a set of specific plans and actions to achieve ‘the change’ given time, cost and scope constraints and to utilise resources effectively (managing the ‘technical’ side of the change) |
| Change Management | To apply a systematic approach to helping the individuals impacted by ‘the change’ to be successful by building support, addressing resistance and developing the required knowledge and ability to implement the change (managing the ‘people side of the change). |
Tim Creasy, Prosci Research
21
What’s out there?
A number of models and frameworks
Lewin – Freezing anology
Kotter - 8 steps
Prosci - ADKAR
How to manage Change (APMG)
CMBoK (CMI)
Lewin – Un-freeze, Change, Re-freeze
Kotter - 8 steps – Create Urgency, Form a powerful Coalition, Create a vision for change, communicate the vision, remove obstacles, Create short-term wins, build on the change, Anchor the changes in Corporate culture
Prosci – ADKAR – Awareness for the need to change, Desire to participate and support the change, Knowledge on how to change, Ability to implement required skills and behaviors, Reinforcement to sustain the change.
How to manage Change (APMG) – Focuses on the theories of how change impacts on and is affected by: The individual, The Team, The Organisation and the Change Leader. Based on the book by Esther Cameron and Mike Green.
CMBoK – The Effective Change Manager – Looks at 13 knowledge components that a change manager should be competent in, including overarching theories, Defining change, Managing benefits, Stakeholder strategy, communication and engagement, change impact, change readiness planning and measurement, Project management, Education and learning support, facilitation, sustaining systems, personal and professional management, Organisational considerations.
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Are you change agile
What makes a person change agile?
How do you rate?
What can you do this week to increase your change agility?
You must take personal responsibility. You cannot change the circumstances, the seasons, or the wind, but you can change yourself. That is something you have charge of.
Jim Rohn http://www.brainyquote.com/quotes/topics/topic_change.html#R34MEDcRkA7T4rKY.99
Self awareness
Self Management (in the business psychology sense)
goal setting, decision making, focusing, planning, scheduling, time management, risk management
Analytical, imaginative, resourceful, well-organised
Optimism / positive outlook / calm
Preparation – thinking through scenarios – insurance, contingency plans
Also in the way this is done, be mindful of the language you use.
Cognitive Behavioural Therapy (CBT) and Neuro-Linguistic Programming (NLP)
connection between how we think and specifically the language used, changes how we communicate and behave. And ultimately changes the personal outcome.
Increasing change agility – try new things, experiment
23
Maintain balance in your life
Create and pursue goals
Focus on productivity
Make informed decisions
Work outside your comfort zone
Keep things simple
Focus on continuous improvement
Learn from mistakes
24
What are principles, themes and processes of Prince2?
P520 Kerzner
Project objectives / goals not agreeable to all parties
Project objectives are too rigid to accommodate changing priorities
Insufficient time exists to define objectives well
Objectives are not adequately quantified
Objectives are not documented well enough
Efforts of client and project personnel are not coordinated
Personnel turnover is high
25
Prince2
| Principles | |
| 1 | Continued business justification |
| 2 | Learning lessons |
| 3 | Roles and responsibilities |
| 4 | Managing by stages |
| 5 | Managing by exception |
| 6 | Product focused |
| 7 | Tailored to suit |
Prince2
| Themes | |
| 1 | Business Case |
| 2 | Organisation |
| 3 | Quality |
| 4 | Plans |
| 5 | Risk |
| 6 | Change |
| 7 | Progress |
Prince2
| Processes | |
| 1 | Starting up a project |
| 2 | Directing a project |
| 3 | Initiating a project |
| 4 | Managing a stage boundary |
| 5 | Controlling a stage |
| 6 | Managing product delivery |
| 7 | Closing a project |
Portfolio
Collect
Reflect
Share
Select
