You will find here links to the presentations from the APM Conference.
DAY 1
Keynote address: Dr Neville Bain, Institute of Directors
Track 1
The project management mid-life crisis - David Daly
Corporate saviours or corporate scapegoats: objectives for project managers - Geoff Whittaker
Keeping up: aligning project management with real business - Elizabeth Harrin
Tomorrow's project and programme management leaders - Martin Price
How well do project sponsors operate? - David Shannon
Managing up the organisation - Randy Englund
Track 2
Project success through stakeholder management: Rail Defects Management System - Barry Chesterman
Project manager as diplomat - Leon Lau
Approaches to complex project management - Michael Cavanagh
Reduction of complexity by system orientated management - Dr Walter Kroy
Track 3
Introduction to project planning - Neil Curtis
Prioritising project risks - Martin Hopkinson
Project management and transformational change - Anthony Lewis
Old destinations or new directions for programmes - Kevin Parry
Practical agile project delivery - Dr Peter Merrick
Iterative practices are easier than agile methods - Tom Docker and David Tuffs
DAY 2
Track 1
Delivering complex projects: it's not just about the project manager - Simon Henley
Step back from chaos - Harvey Maylor & Steven Carver
Keynote address: Sir David Normington, Permanent Secretary, Home Office
Jonathan Simcock, Executive Director, Office of Government Commerce
Ethics & subjectivity part 1 - Eileen J Roden & Donnie MacNicol
Ethics & subjectivity part 2 - Eileen J Roden & Donnie MacNicol
Track 2
Using professionalism to ensure you have the right people - Bob Assirati, OGC
Project networking - Janet Smart
Project management for business start-ups - Richard Newton
Directing change: a model for business improvement - Paul Major
Building project professionalism across DWP - Ian Anderson & Tony Teague
Assessing potential in project managers - Neil Mooney & Jane Hodgen
Track 3
Properly effective conference calling - Penny Pullan
Disparate projects disparate sustainability opportunities - Adrian Pyne
Boost the benefits delivered from complex projects: some practical frameworks that enhance the
value delivered - Graham Kennedy
How blank is the paper? - Ruth Sacks
Managing programme complexity: a case for change - Chris Hodson & Bob Warner
Thursday, 6 November 2008
Friday, 31 October 2008
What do complex projects tell us about project management? Bill Crothers, ID Cards Programme
Picking up on the “goldfish bowl” description, Bill Crothers of Identity and Passport Service said the National ID Cards Programme was under constant scrutiny from a range of stakeholders, including those most affected - the UK public.
The £4.6bn programme, due to be rolled-out in part in autumn 2009, is full of complexities. On technical side there are issues over security, data capture, transmitting data and integrating legacy systems. The resulting database, described as a “the biggest of its kind in the world”, contains fingerprint/biometric and biographic data such as names and addresses.
The programme is also highly controversial with its own pressure group. “We have one chance to get it right,” said Bill, “or it could end up as a beautifully documented disaster.”
Key to success is managing supplier relationships, which Bill says will “make or break the programme”. A big part of this is empowering suppliers. Under procurement framework five big software providers, plus 40-50 sub-contractors, will be encouraged to work together under programme of financial incentives/penalties.
A big part of this is behaviour. Bill said that behaviour of the different parties would be documented and “360 degree” feedback used to determine strength of relations. No fixed prices would apply to contracts as this creates “dysfunctional behaviour”, instead competitors encouraged to work together to achieve targets. “The less we pay, the more they earn,” he said.
Behavioural assessment is subjective not written into multi-million contracts. “We don’t expect criticism of other suppliers,” said Bill. “Behaviour is as important as price.”
Do you have experience of working in a situation where companies collaborate? 90% yes.
Did rival companies fully co-operate? 60% no.
Does the customer has to smarter than the supplier? Yes 50%.
We know how to break complex projects down into manageable chunks but do we know how to put them back together? 70% no.
The £4.6bn programme, due to be rolled-out in part in autumn 2009, is full of complexities. On technical side there are issues over security, data capture, transmitting data and integrating legacy systems. The resulting database, described as a “the biggest of its kind in the world”, contains fingerprint/biometric and biographic data such as names and addresses.
The programme is also highly controversial with its own pressure group. “We have one chance to get it right,” said Bill, “or it could end up as a beautifully documented disaster.”
Key to success is managing supplier relationships, which Bill says will “make or break the programme”. A big part of this is empowering suppliers. Under procurement framework five big software providers, plus 40-50 sub-contractors, will be encouraged to work together under programme of financial incentives/penalties.
A big part of this is behaviour. Bill said that behaviour of the different parties would be documented and “360 degree” feedback used to determine strength of relations. No fixed prices would apply to contracts as this creates “dysfunctional behaviour”, instead competitors encouraged to work together to achieve targets. “The less we pay, the more they earn,” he said.
Behavioural assessment is subjective not written into multi-million contracts. “We don’t expect criticism of other suppliers,” said Bill. “Behaviour is as important as price.”
Do you have experience of working in a situation where companies collaborate? 90% yes.
Did rival companies fully co-operate? 60% no.
Does the customer has to smarter than the supplier? Yes 50%.
We know how to break complex projects down into manageable chunks but do we know how to put them back together? 70% no.
Thursday, 30 October 2008
How do you find that something extra? Assessing potential in project managers – Neil Mooney, Provek and Jane Hodgen, Tata Consulting Services
Tata Consultancy needed more programme managers and wanted to recruit from within by ‘talent spotting’ among existing project managers and identifying what was needed in training and development to make them good programme managers.
Training, recruitment and assessment consultancy Provek was called in to help. A three-step process was used:
1. An online assessment benchmarked against APM levels and industry norms and including personality indicators, which was then management reviewed. From an original 130, this identified 55 to go through to the next stage.
2. A scored CV, focusing on experience and asking what skills candidates thought they had. This was also management reviewed and 8 people progressed to the last stage.
3. A structured interview, exploring beyond the CV and which helped to shape the training programme
Even those who did not get through to the final 8 benefited from the process, as the feedback helped them to see what they needed to do to fill the gaps in their own development and skills.
Since then, Provek has aligned its first-stage assessment scoring to IPMA levels A-D. Tata Consultancy feels the process could be further improved by having more management and HR reviews before deciding on the final selection.
Discussion:
What is the difference between project and programme management? For Tata Consulting, the answer was the number of projects and people an individual was managing. But there is a school of thought that says the best programme managers have never been project managers.
Developing programme managers should include leadership training and senior stakeholder management.
Do you believe you are a better than average project manager? Yes 75%
Have you objectively compared yourself against other project managers outside your own organisation? Yes 45%
Training, recruitment and assessment consultancy Provek was called in to help. A three-step process was used:
1. An online assessment benchmarked against APM levels and industry norms and including personality indicators, which was then management reviewed. From an original 130, this identified 55 to go through to the next stage.
2. A scored CV, focusing on experience and asking what skills candidates thought they had. This was also management reviewed and 8 people progressed to the last stage.
3. A structured interview, exploring beyond the CV and which helped to shape the training programme
Even those who did not get through to the final 8 benefited from the process, as the feedback helped them to see what they needed to do to fill the gaps in their own development and skills.
Since then, Provek has aligned its first-stage assessment scoring to IPMA levels A-D. Tata Consultancy feels the process could be further improved by having more management and HR reviews before deciding on the final selection.
Discussion:
What is the difference between project and programme management? For Tata Consulting, the answer was the number of projects and people an individual was managing. But there is a school of thought that says the best programme managers have never been project managers.
Developing programme managers should include leadership training and senior stakeholder management.
Do you believe you are a better than average project manager? Yes 75%
Have you objectively compared yourself against other project managers outside your own organisation? Yes 45%
How do you find that something extra? Building project professionalism across DWP - Ian Anderson, DWP and Tony Teague, MD, Human Systems
Managing complex projects calls for more than basic skills, yet the ‘tough’ skills that make the difference, such as leadership, are in short supply. The focus needs to change.
Research has identified the top three skills that can make a difference:
· A competent project manager
· Processes and planning
· Clarity about technical objectives
The increasing demand and short supply of skilled project managers means that organisations need to grow their own, such as through project academies.
At the DWP, post project reviews revealed that if a project had gone wrong, it was usually people that were the main reason. The department’s project capability is being improved internally through creating communities of like-minded people who develop a common standard of learning and development.
Through sharing knowledge and best practice internally, with other government departments and with outside organisations, benchmarking and assessments to place the best people in the right projects, a supportive infrastructure and with champions to drive this change, the DWP is now moving towards an academy structure.
Among the aims are to be seen as an exemplar and an employer of choice.
Has the project management profession focused too hard on technical processes and skills at the cost of tough leadership skills?
Yes 90%
Do you believe that project management skills are wholly transferable between sectors and organisations?
Yes 65%
Research has identified the top three skills that can make a difference:
· A competent project manager
· Processes and planning
· Clarity about technical objectives
The increasing demand and short supply of skilled project managers means that organisations need to grow their own, such as through project academies.
At the DWP, post project reviews revealed that if a project had gone wrong, it was usually people that were the main reason. The department’s project capability is being improved internally through creating communities of like-minded people who develop a common standard of learning and development.
Through sharing knowledge and best practice internally, with other government departments and with outside organisations, benchmarking and assessments to place the best people in the right projects, a supportive infrastructure and with champions to drive this change, the DWP is now moving towards an academy structure.
Among the aims are to be seen as an exemplar and an employer of choice.
Has the project management profession focused too hard on technical processes and skills at the cost of tough leadership skills?
Yes 90%
Do you believe that project management skills are wholly transferable between sectors and organisations?
Yes 65%
Directing Change – a model for business improvement. Paul Major, Program Framework
Is persuading senior directors that there should be a change specialist on the board ‘mission impossible’ or an opportunity to move your organisation forward?
The role of change managers is to make the business successful, not merely making incremental tweaks. There is also a need for speed, especially in today’s economic climate which itself is changing day by day.
Project managers are change managers. Their skills should be in the boardroom, directing and driving operational change that is successful and sustainable – a ‘Chief Creator of Competitive Advantage’.
Because being better at business as usual is not enough. Now you need to become the best at not only doing the right things, but also doing things right.
The challenge for the project management community is to take this message into their organisations, raising the profile of the profession and taking effective change management out of the back room and into the board room, so that enterprise project management become enterprise change management.
Do any of your organisations have representation on the board for change management?
Yes 65%
The role of change managers is to make the business successful, not merely making incremental tweaks. There is also a need for speed, especially in today’s economic climate which itself is changing day by day.
Project managers are change managers. Their skills should be in the boardroom, directing and driving operational change that is successful and sustainable – a ‘Chief Creator of Competitive Advantage’.
Because being better at business as usual is not enough. Now you need to become the best at not only doing the right things, but also doing things right.
The challenge for the project management community is to take this message into their organisations, raising the profile of the profession and taking effective change management out of the back room and into the board room, so that enterprise project management become enterprise change management.
Do any of your organisations have representation on the board for change management?
Yes 65%
What new horizons can we see? Project management for business start-ups – Richard Newton, consultant
The skills and mindset of a project manager are an important tool in starting up a new business – and it is business start-ups that could take us out of the current economic downturn.
Start-ups are dynamic, uncertain and volatile, awash with emotion, uncertainty, ambiguity and assumptions. Tasks are difficult to identify or estimate and resources are limited.
On the plus side, the people involved are highly motivated, decisions are made fast, there are fewer sacred cows when it comes to prioritisation, clear accountability and progress, all mixed with passion and ideas.
Credibility and confidence is needed especially when chasing funding. A project manager can help to develop this by being the honest voice of calm and reality and by bringing clarity, structure, problem solving and robust processes to the table.
A pragmatic approach, being action and outcome orientated, keeping plans as simple as possible and the ability to drive ruthless prioritisation and fast decision-making are all great project management attributes for this world.
It’s not for the faint-hearted – you need to be flexible and go in with your eyes open. If you can’t take the stress, don’t do it!
Do you think project managers can add value to a start-up business?
Yes – 100%
As a project manager, would you relish the challenge of that kind of environment?
Yes - 75%
Start-ups are dynamic, uncertain and volatile, awash with emotion, uncertainty, ambiguity and assumptions. Tasks are difficult to identify or estimate and resources are limited.
On the plus side, the people involved are highly motivated, decisions are made fast, there are fewer sacred cows when it comes to prioritisation, clear accountability and progress, all mixed with passion and ideas.
Credibility and confidence is needed especially when chasing funding. A project manager can help to develop this by being the honest voice of calm and reality and by bringing clarity, structure, problem solving and robust processes to the table.
A pragmatic approach, being action and outcome orientated, keeping plans as simple as possible and the ability to drive ruthless prioritisation and fast decision-making are all great project management attributes for this world.
It’s not for the faint-hearted – you need to be flexible and go in with your eyes open. If you can’t take the stress, don’t do it!
Do you think project managers can add value to a start-up business?
Yes – 100%
As a project manager, would you relish the challenge of that kind of environment?
Yes - 75%
Managing programme complexity - a case for change. Chris Hodson and Bob Warner
"Like living in goldfish bowl,” was how Chris Hudson and Bob Warner of Remploy described attempts to overhaul the business model and integrate more disabled workers into mainstream employment.
For the past 60 years Remploy has placed 95% of disabled workers in its own factories but this was costing money.
Bob said: "The loss per disabled employer was 20k per year, whereas the cost of placing them in mainstream employment is 5k.”
But there were considerable challenges, not least from within the organisation where previous attempts to change working practices had met with resistance and even resulted in candlelit protests from Remploy employees outside the House of Commons back in 1999.
Remploy’s strategy was to first guarantee no compulsory redundancies and then manage the process of change internally. This involved bringing project managers up to speed and breaking the complex nature of project into manageable parts.
The result is a fourfold increase in numbers of disabled workers in mainstream employment and a further 20,000 expected to enter into jobs over the next five years.
“One of the lessons learnt,” said Bob, “was that the active management of project complexity leads to acceptable levels of project risk.”
For the past 60 years Remploy has placed 95% of disabled workers in its own factories but this was costing money.
Bob said: "The loss per disabled employer was 20k per year, whereas the cost of placing them in mainstream employment is 5k.”
But there were considerable challenges, not least from within the organisation where previous attempts to change working practices had met with resistance and even resulted in candlelit protests from Remploy employees outside the House of Commons back in 1999.
Remploy’s strategy was to first guarantee no compulsory redundancies and then manage the process of change internally. This involved bringing project managers up to speed and breaking the complex nature of project into manageable parts.
The result is a fourfold increase in numbers of disabled workers in mainstream employment and a further 20,000 expected to enter into jobs over the next five years.
“One of the lessons learnt,” said Bob, “was that the active management of project complexity leads to acceptable levels of project risk.”
Project Networking, Janet Smart, BT Centre for Major Programme Management, Saïd Business School, University of Oxford
Skill in social networking sites such as Facebook could be an essential qualification for project managers of the future.
Research at the Saïd Business School indicates that the way people behave on these sites could affect the way they work and has to be taken into account when thinking about the future of project management.
The Facebook generation will bring social networking into the workplace - many people are already using it informally as a way of communicating at work. In the future, organisations will need to enable those working on a project to communicate in this way, sharing information and expertise, problem solving and enabling links.
The academic world has much to contribute to the future, providing an opportunity for awareness and reflection, looking at ways of in which the profession can change and what should be passed on from the general corpus of knowledge.
Next year the Saïd Business School will introduce an MSc in Major Programme Management, encouraging people to think critically about what is being done now and how it could change for the future.
Working on the premise that a project or programme is also an organisation with similar skills requirements, it is taking theoretical knowledge from the design of an organisation and imparting it into the current mindset of project and programme management, moving from a skills base to a more reflective model.
For further details on the course, visit www.sbs.ox.ac.uk
Is a project an organisation?
Yes 78%
Research at the Saïd Business School indicates that the way people behave on these sites could affect the way they work and has to be taken into account when thinking about the future of project management.
The Facebook generation will bring social networking into the workplace - many people are already using it informally as a way of communicating at work. In the future, organisations will need to enable those working on a project to communicate in this way, sharing information and expertise, problem solving and enabling links.
The academic world has much to contribute to the future, providing an opportunity for awareness and reflection, looking at ways of in which the profession can change and what should be passed on from the general corpus of knowledge.
Next year the Saïd Business School will introduce an MSc in Major Programme Management, encouraging people to think critically about what is being done now and how it could change for the future.
Working on the premise that a project or programme is also an organisation with similar skills requirements, it is taking theoretical knowledge from the design of an organisation and imparting it into the current mindset of project and programme management, moving from a skills base to a more reflective model.
For further details on the course, visit www.sbs.ox.ac.uk
Is a project an organisation?
Yes 78%
What do we mean by ‘complex’? Step back from chaos - Harvey Maylor, Stephen Carver
A lot of complexity is added, it needn’t be there. Researched what this meant; managerial response was to identify some broad factors that can introduce complexity:
• mission,
• organisation,
• delivery,
• stakeholders,
• team.
We identify two dimensions to complexity: structural and dynamic dimensions.
Example: flying – want a journey to be boring, uneventful.
How do pilots do it? They plan everything, but spend little time flying, done on autopilot – just like projects should be! They’re there to deal with unplanned events – low structural and low dynamic dimensions.
If we introduce Air Traffic Control (ATC) to maximise use of airspace complexity changes. ATC is more of an art than a science, but a lot of science is used – complexity becomes low dynamic, high structural.
Introduce fighter pilot – lots of planning, uncertain outcomes – low structural, high dynamic.
Introduce ATC for military need to know what’s going on and make decisions on how to deal with situation – lone pilot quickly a dead pilot - know where your projects (own and enemy) are – but they’re moving all the time, high structural, high dynamic.
Do you have SROs who can deal with this? Takeoffs easy, landings difficult – landing projects the same anyone can start one. A good landing is one you can walk away from, a very good one is when you can use the plane again.
On an organisational level, we’d probably like our projects to fall in the low/low category, but as project managers we’re more likely to prefer the high/high categories – more challenging, more enjoyable. There’s a balance to strike.
In future, should be aiming to identify, manage and reduce complexity as we go along.
• mission,
• organisation,
• delivery,
• stakeholders,
• team.
We identify two dimensions to complexity: structural and dynamic dimensions.
Example: flying – want a journey to be boring, uneventful.
How do pilots do it? They plan everything, but spend little time flying, done on autopilot – just like projects should be! They’re there to deal with unplanned events – low structural and low dynamic dimensions.
If we introduce Air Traffic Control (ATC) to maximise use of airspace complexity changes. ATC is more of an art than a science, but a lot of science is used – complexity becomes low dynamic, high structural.
Introduce fighter pilot – lots of planning, uncertain outcomes – low structural, high dynamic.
Introduce ATC for military need to know what’s going on and make decisions on how to deal with situation – lone pilot quickly a dead pilot - know where your projects (own and enemy) are – but they’re moving all the time, high structural, high dynamic.
Do you have SROs who can deal with this? Takeoffs easy, landings difficult – landing projects the same anyone can start one. A good landing is one you can walk away from, a very good one is when you can use the plane again.
On an organisational level, we’d probably like our projects to fall in the low/low category, but as project managers we’re more likely to prefer the high/high categories – more challenging, more enjoyable. There’s a balance to strike.
In future, should be aiming to identify, manage and reduce complexity as we go along.
Is sponsership and stakeholder management success? - Ruth Sacks
Involvement of key stakeholders from the outset is critical to project success, said Ruth Sacks, Turner & Townsend.
In her talk, 'How blank is the paper?', Ruth said the involvment process should start at the bidding stage and lead to questions being asked of why the project is being designed and what solutions are stakeholders/sponsors looking for.
"People in projects are all different. The key is to try and unpick who people are and develop relations to drive project through to success, " she said.
Getting close to key stakeholders is one way of holding the project together. But also pays to be aware of different tensions between organistations and needs of other stakeholders.
This requires a firm understanding of inside/outside influences and things like previous experience, budgetary constraints, exisiting consultants and experience of pm.
Feedback from delegates highlighted a lack of understanding by key stakeholders and sponsors, which ultimatley threatened the ability to deliver a project successfully. In answer to the issue, it was suggested that key players should be mentored and educated in order to fill the "vacuum below sponsor level".
In her talk, 'How blank is the paper?', Ruth said the involvment process should start at the bidding stage and lead to questions being asked of why the project is being designed and what solutions are stakeholders/sponsors looking for.
"People in projects are all different. The key is to try and unpick who people are and develop relations to drive project through to success, " she said.
Getting close to key stakeholders is one way of holding the project together. But also pays to be aware of different tensions between organistations and needs of other stakeholders.
This requires a firm understanding of inside/outside influences and things like previous experience, budgetary constraints, exisiting consultants and experience of pm.
Feedback from delegates highlighted a lack of understanding by key stakeholders and sponsors, which ultimatley threatened the ability to deliver a project successfully. In answer to the issue, it was suggested that key players should be mentored and educated in order to fill the "vacuum below sponsor level".
What do we mean by ‘complex’? Delivering complex projects; it’s not just about the project manager. Simon Henley
Programmes and projects are becoming more complex, sometimes spanning the lifetimes of several technologies, perhaps also with a dynamic project path. Through-life basis on which some projects are undertaken changes our attitude to completion – becomes full life management. Often can’t produce full work breakdown structure at outset.
Projects must be reduced to certainty wherever possible to allow management as we know it and use tried and tested PM techniques as introduced at MoD via their PPM specialism.
When is a project complex, not complicated? Characterised by uncertainty, dynamic interfaces and significant political or external influences.
Complex project strategies require:
• agreed definitions of desired outcomes
• critical success factors/measures
• planning for change
• appropriate tools and techniques
• incremental delivery of projects approaches.
Lead projects as systems:
• establish where certainty exists – manage it with traditional PM skills to deliver the known
• establish where uncertainty exists and establish strategies to manage
• cope with changing strategic needs while delivering coherent tactical solutions.
Programmes aren’t always analysed routinely for their uncertainty.
Appropriate governance requires:
• measure progress towards desired outcomes,
• organisational ability to make decisions with uncertain outcomes,
• appropriate approval/decision timelines,
• budget for incremental delivery,
• culture needed to make the above possible – dealing with uncertainty.
ICCPM (International College of Complex Project Management) seeks to provide international leadership to drive excellence in the management of complex projects.
Complex projects feature uncertainty, rapid rates of change and developing technologies among others– we need to find better ways of managing more of them.
Projects must be reduced to certainty wherever possible to allow management as we know it and use tried and tested PM techniques as introduced at MoD via their PPM specialism.
When is a project complex, not complicated? Characterised by uncertainty, dynamic interfaces and significant political or external influences.
Complex project strategies require:
• agreed definitions of desired outcomes
• critical success factors/measures
• planning for change
• appropriate tools and techniques
• incremental delivery of projects approaches.
Lead projects as systems:
• establish where certainty exists – manage it with traditional PM skills to deliver the known
• establish where uncertainty exists and establish strategies to manage
• cope with changing strategic needs while delivering coherent tactical solutions.
Programmes aren’t always analysed routinely for their uncertainty.
Appropriate governance requires:
• measure progress towards desired outcomes,
• organisational ability to make decisions with uncertain outcomes,
• appropriate approval/decision timelines,
• budget for incremental delivery,
• culture needed to make the above possible – dealing with uncertainty.
ICCPM (International College of Complex Project Management) seeks to provide international leadership to drive excellence in the management of complex projects.
Complex projects feature uncertainty, rapid rates of change and developing technologies among others– we need to find better ways of managing more of them.
Have we got the right people doing the right projects? Bob Assirati, Office of Government Commerce (OGC)
Addressing the shortfall in project management capability at the OGC will lead to greater success in delivering major projects.
The OGC has a big capability gap, which means it has to bring in costly interim and external project managers. Now it is making a collective effort to build a sustainable community with the right skills through tackling the issue at organisational level.
Projects need to be translated into people, and their roles and their competencies, moving away from the traditional profile of a civil servant and looking to recruit, develop and retain project professionals.
Transfer of knowledge across the organisation is being improved while consultants are encouraged through their contract to share their knowledge with OGC staff.
A 10-step plan to introduce a proper, professional career structure is being developed with the vision of ‘a recognised profession that attracts and retains the best people and is valued for its contribution to effective delivery’.
This skills agenda includes an agreed standard approach to best practice, defining roles, qualifications and training, improving the attractiveness of project management as a career and managing talent.
Do you believe Government project management offers an attractive career as opposed to the private sector?
No 74%
The OGC has a big capability gap, which means it has to bring in costly interim and external project managers. Now it is making a collective effort to build a sustainable community with the right skills through tackling the issue at organisational level.
Projects need to be translated into people, and their roles and their competencies, moving away from the traditional profile of a civil servant and looking to recruit, develop and retain project professionals.
Transfer of knowledge across the organisation is being improved while consultants are encouraged through their contract to share their knowledge with OGC staff.
A 10-step plan to introduce a proper, professional career structure is being developed with the vision of ‘a recognised profession that attracts and retains the best people and is valued for its contribution to effective delivery’.
This skills agenda includes an agreed standard approach to best practice, defining roles, qualifications and training, improving the attractiveness of project management as a career and managing talent.
Do you believe Government project management offers an attractive career as opposed to the private sector?
No 74%
Is sponsorship and stakeholder management success? - Graham Kennedy
Managing key stakeholders and sponsors is critical to project success. Based on premise that 80% of changes fail to deliver planned benefits, Graham Kennedy, ICT Managed Services, divided reasons for failure into three distinct categories.
First: executive ownership. He said that this can be ineffective if business rationale/direction not clear. Result can be a "project solution looking for a problem" or "riding a dead horse" and knowing when to get off. Sponsor needs to be expert pulling things together otherwise project will esculate out of control.
Second: misalignment. A lack of relevance to the organsiation creates gap between current performance and what it's trying to achieve. Projects exist to solve or bridge the gap. To do this need to be clear what achieve at strategic level. Alignment between issues and objectives brings measurable benefits to organisation.
Third: stakeholder management. "A reformer has enemies who all profit from the old order" - Machiavelli. Apt quote for managing stakholders. Need to identify enemies and potential defenders. Analyse motivation and idenfity "tools and levers to encourage stakeholder support".
Is executive sponsor support critical to project success? Yes 100%.
Is project alignment with organisation's strategy critical to success? Yes 100%.
Is stakeholder management critical to project success? Yes 100%.
First: executive ownership. He said that this can be ineffective if business rationale/direction not clear. Result can be a "project solution looking for a problem" or "riding a dead horse" and knowing when to get off. Sponsor needs to be expert pulling things together otherwise project will esculate out of control.
Second: misalignment. A lack of relevance to the organsiation creates gap between current performance and what it's trying to achieve. Projects exist to solve or bridge the gap. To do this need to be clear what achieve at strategic level. Alignment between issues and objectives brings measurable benefits to organisation.
Third: stakeholder management. "A reformer has enemies who all profit from the old order" - Machiavelli. Apt quote for managing stakholders. Need to identify enemies and potential defenders. Analyse motivation and idenfity "tools and levers to encourage stakeholder support".
Is executive sponsor support critical to project success? Yes 100%.
Is project alignment with organisation's strategy critical to success? Yes 100%.
Is stakeholder management critical to project success? Yes 100%.
Disparate projects disparate sustainability opportunities – Adrian Pyne
Issues of sustainability need to be tackled at a programme level if they are to have a realistic impact on the global environment. However, the sustainability argument has to be justified in more ways than it simply being a ‘good thing’.
Eklington (1994) introduced the concept of the ‘triple bottom line’ – success measured by their social, economic and social impact. This introduces complexity – which is where programme management has a role to play.
Programme management was designed to address this kind of change and delivering this complex level of benefit.
Eklington (1994) introduced the concept of the ‘triple bottom line’ – success measured by their social, economic and social impact. This introduces complexity – which is where programme management has a role to play.
Programme management was designed to address this kind of change and delivering this complex level of benefit.
Discussion - Sustainability in projects
How do you imbed sustainability in projects and programmes? It is important to invest in demonstrating the benefits to the individual as well as the organisation and business.
Can you make a financial business case for adopting sustainable practices? It is certainly easier to demonstrate the benefit in the long term; the short term case is not always straight forward. As organisations adopt the ‘triple bottom line’ – the business case strengthens.
90% believe that the awareness of sustainability issues has improved
0% believe that the awareness of sustainability issues has been optimised
20% believe that sustainability awareness has reached a plateau
Can you make a financial business case for adopting sustainable practices? It is certainly easier to demonstrate the benefit in the long term; the short term case is not always straight forward. As organisations adopt the ‘triple bottom line’ – the business case strengthens.
90% believe that the awareness of sustainability issues has improved
0% believe that the awareness of sustainability issues has been optimised
20% believe that sustainability awareness has reached a plateau
Conference calling - Penny Pullen
The use of conference calling is increasing and is particularly pertinent to project management. Issues such as cost, stress, time, environmental impact and work life balance are driving the need for a reduction in face-to-face meetings. However the value of the teleconference remains untapped due to a number of issues including lack of engagement, the casual nature of the meeting and the overall effectiveness in helping projects progress.
It is important to understand when remote meetings are appropriate. Meetings which require brainstorming etc. probably should be face to face. Meetings where the teams have high levels of trust, high commitment, urgent issues to deal with or where there is likely to be a low levels of conflict are most suitable to the media.
Some question whether the technology is too limiting and that this is reducing the effectiveness of the approach? Video conferencing, although more media-rich, can also be expensive and restrictive, however some kind of visual stimulus is useful for greater engagement.
It is important to understand when remote meetings are appropriate. Meetings which require brainstorming etc. probably should be face to face. Meetings where the teams have high levels of trust, high commitment, urgent issues to deal with or where there is likely to be a low levels of conflict are most suitable to the media.
Some question whether the technology is too limiting and that this is reducing the effectiveness of the approach? Video conferencing, although more media-rich, can also be expensive and restrictive, however some kind of visual stimulus is useful for greater engagement.
Round table - Are project management academies the future?
People not processes at heart of project success. Terry Cooke-Davies pm guilty of "schizophrenic" approach to people, asking different questions to that of processes and tools. People matter.
Brought into sharp focus by Paul Hodgkins at Siemens. 4% of company's global workforce (career pm) responsible for 50 per cent of business revenue and profitability. Siemens, which operates in 190 countries, developing "a common and consistent method of matching people capability with projects". Done through academy - a way of describing a joined-up approach to developing expert pm communication within an organisation."
Jeremy Galpin, Costain, described academy journey (measuring behaviour and cognitive ability) over past 18 months. Said it had "helped to minimise risk" of placing the wrong people with wrong projects. Also established national/internation benchmark to measure quality. Big draw of academy ability to develop consistency throughout organisation; transparency of resource moved around dif sectors; recognised on global scale.
Q&A session: Story sessions excellent way of learning. Connecting pm to pm. "Firm believer in letting people make mistakes," said Paul. "Biggest mistake is being afraid to make one." Share experiences. Pm mentor works well. Company man or all-round pm? Both. Pm needs to understand global language (meet customer expectations) but with internal perspective.
33% of organisation in session either have or are considering having pm academy.
94% of pm believe pm academy will become permanent feature of corporate project landscape.
Brought into sharp focus by Paul Hodgkins at Siemens. 4% of company's global workforce (career pm) responsible for 50 per cent of business revenue and profitability. Siemens, which operates in 190 countries, developing "a common and consistent method of matching people capability with projects". Done through academy - a way of describing a joined-up approach to developing expert pm communication within an organisation."
Jeremy Galpin, Costain, described academy journey (measuring behaviour and cognitive ability) over past 18 months. Said it had "helped to minimise risk" of placing the wrong people with wrong projects. Also established national/internation benchmark to measure quality. Big draw of academy ability to develop consistency throughout organisation; transparency of resource moved around dif sectors; recognised on global scale.
Q&A session: Story sessions excellent way of learning. Connecting pm to pm. "Firm believer in letting people make mistakes," said Paul. "Biggest mistake is being afraid to make one." Share experiences. Pm mentor works well. Company man or all-round pm? Both. Pm needs to understand global language (meet customer expectations) but with internal perspective.
33% of organisation in session either have or are considering having pm academy.
94% of pm believe pm academy will become permanent feature of corporate project landscape.
Reduction in complexity by system orientated management - Dr Walter Kroy
"With spacecraft no chance of changing parts when you're near Mercury or Mars." Pre-planning essential.
Human brain is most complex system. "Best advice, use your brain. More complex than a computer."
Need to simplify systems. A system is a connection of different elements. If no way to calcualte future state of system, then you have complex system. Use other instruments.
Process approach: dynamic network of processes and interactions. Most things in life not predictable. When analysing system need to get creative.
Human brain is most complex system. "Best advice, use your brain. More complex than a computer."
Need to simplify systems. A system is a connection of different elements. If no way to calcualte future state of system, then you have complex system. Use other instruments.
Process approach: dynamic network of processes and interactions. Most things in life not predictable. When analysing system need to get creative.
Approaches to complex project management - Michael Cavanagh
"Two types of people in this world: simplifiers and complicators."
Need to simplify complexity. Things work on individual basis but put them together and they don't work. T5 good example - fantastic system but disaster because lack of systemic approach to testing real world experience.
Complex based on uncertainty, non-linearity and recoursiveness. Why use linear life-cycle for complex projects? Why pretend they are predictable and definable when not fixed?
Deal with complexity 1st order pm tools but basic tools not enough. 2nd order pm contracting models applicable. Key tools outcome management and honing leadership. "Better to do the right thing the wrong way rather than wrong thing right way."
Bureaucratic vs adhocracy approach. About thinking differently. Connections between new and old learning. Getting people to use brain. "Learn in experience not from experience. But only learn from own experience."
Experiential learning. "Drowning in information. Attention at a premium. Attention by its nature crude and vulgar." Trust in professionalism. "People good at job. Sniff out problem but need to argue rationally in order to articulate it."
Should systems thinking be part of the competency profile for project managers? Yes 96%. No 4%.
Have you personally ever thought of using a systems thinking approach to pm? 80% yes. 20% no.
Do you have to deal in your org with tasks which seem so complex that you can imagine failure? 96% yes. 4% no.
Need to simplify complexity. Things work on individual basis but put them together and they don't work. T5 good example - fantastic system but disaster because lack of systemic approach to testing real world experience.
Complex based on uncertainty, non-linearity and recoursiveness. Why use linear life-cycle for complex projects? Why pretend they are predictable and definable when not fixed?
Deal with complexity 1st order pm tools but basic tools not enough. 2nd order pm contracting models applicable. Key tools outcome management and honing leadership. "Better to do the right thing the wrong way rather than wrong thing right way."
Bureaucratic vs adhocracy approach. About thinking differently. Connections between new and old learning. Getting people to use brain. "Learn in experience not from experience. But only learn from own experience."
Experiential learning. "Drowning in information. Attention at a premium. Attention by its nature crude and vulgar." Trust in professionalism. "People good at job. Sniff out problem but need to argue rationally in order to articulate it."
Should systems thinking be part of the competency profile for project managers? Yes 96%. No 4%.
Have you personally ever thought of using a systems thinking approach to pm? 80% yes. 20% no.
Do you have to deal in your org with tasks which seem so complex that you can imagine failure? 96% yes. 4% no.
Project manager as diplomat - Leon Lau
Problems of dealing with variety of stakeholders to deliver project success. Leon Lau gave example of working in NHS. Care Pathway redesign looking at patient journey from GP referral to surgery. "No one chain of command, lots of different organisations but not working together." Need to engage all stakeholders: patients, GPs, PCT management, hospital clinicians, hospital nursing staff, hospital management. "Large number of stakeholders reside in silos." Diplomatic skills to bring different groups together. Ideal number of stakeholders at meeting 4-5. Good idea to have project champions to cut numbers.
Wednesday, 29 October 2008
Can project sponsors be managed?
Audience asked to rate their own organisatrions in terms of project sponsorship, according to a set of questions from the APM publication - Directing Change - A guide to governance of project management.
How good is project sponsorship n your organisation?
Good 8% Satisfactory 20% Unsatisfactory 48% Poor 24%
Compared with the feedback received at the APM/IoD conference on Governance on 1st April:
Good 6% Satisfactory 32% Unsatisfactory 46% Poor 16%
How good is project sponsorship n your organisation?
Good 8% Satisfactory 20% Unsatisfactory 48% Poor 24%
Compared with the feedback received at the APM/IoD conference on Governance on 1st April:
Good 6% Satisfactory 32% Unsatisfactory 46% Poor 16%
Can project sponsors be managed?
Where are your project sponsors? They’re not here and that’s part of the problem.
So how do you management upwards in the absence of your sponsor.
Example: Public sector organisation.
• Assess org. chart and core team.
• Rank sponsors – most cooperative to least. Get assistance by enlisting the most supportive to help bring the others on board.
• That helps build momentum.
• Educate those new to sponsorship, explain their roles, enabling them to fulfil their roles.
Summary
• Assess the current situation, assess the stakeholders
• Enlist a guiding coalition, get some supporters
• Articulate needs, in language appropriate for your audience.
• Educate upwards
• Use passion, persistence and patience
Question 1
Project sponsors can be managed
Strongly agree 18% Agree 60% Disagree 20% Disagree strongly 2%
So how do you management upwards in the absence of your sponsor.
Example: Public sector organisation.
• Assess org. chart and core team.
• Rank sponsors – most cooperative to least. Get assistance by enlisting the most supportive to help bring the others on board.
• That helps build momentum.
• Educate those new to sponsorship, explain their roles, enabling them to fulfil their roles.
Summary
• Assess the current situation, assess the stakeholders
• Enlist a guiding coalition, get some supporters
• Articulate needs, in language appropriate for your audience.
• Educate upwards
• Use passion, persistence and patience
Question 1
Project sponsors can be managed
Strongly agree 18% Agree 60% Disagree 20% Disagree strongly 2%
Martin Price - Can you align people, process and organisation?
There’s something more interesting than people – groups of people, because of the huge amount of interactions an organisation creates.
Aspects of PM that require leadership – leadership is about showing the way and draw the leadership from others, not by proscription.
Imagine a warship, ready for action, then you take away the crew – the warriors – what’s left can’t function. People aren’t just the heart of the matter - they are the matter.
Two arenas in project management:
Arena ‘A’ systematic necessities or essential tools (methodology, life cycle etc)
Arena ‘B’ the people necessities or vital behaviours (trust, decision making, leadership, collaboration etc).
Question
In which of these arenas are the causes of project success or failure?
A=3 hands, everyone else=B.
Need to address both arenas. There are also two others – engagement (not a competence, the quality of a group) and domain knowledge.
Building organisational capability – address:
Aspects of PM that require leadership – leadership is about showing the way and draw the leadership from others, not by proscription.
Imagine a warship, ready for action, then you take away the crew – the warriors – what’s left can’t function. People aren’t just the heart of the matter - they are the matter.
Two arenas in project management:
Arena ‘A’ systematic necessities or essential tools (methodology, life cycle etc)
Arena ‘B’ the people necessities or vital behaviours (trust, decision making, leadership, collaboration etc).
Question
In which of these arenas are the causes of project success or failure?
A=3 hands, everyone else=B.
Need to address both arenas. There are also two others – engagement (not a competence, the quality of a group) and domain knowledge.
Building organisational capability – address:
- the competence of the project players (professional skill and knowledge),
- the project organisation (leadership, engagement, collaboration) and
- building support from the business (alignment and support from the host business).
Elizabeth Harrin - Can you align people, process and organisation?
The techniques and tools I’m using now are the same I’ve been using for some years, given the rate of change in other professions – is that ok?
We all face shifting business challenges – economic, business models and technology – all the more so in the current environment.
General perception is that projects are failing – why are we still doing the same things?
The economy we’re working in is different to the one that our tools were designed for, this is the Google generation – look at all the sources and outlets we can now use, such as blogs, blackberries, wikis real-time status reports and collaboration tools. We need to be able to use them all within a project environment.
Project management teams need to be able to work with the same tools in the same way as others in our organisations.
We need people on our project teams with excellent communications skills and an openness to business change.
In summary:
• Adoption of new media
• Soft skills in methodologies
• Recruitment focus on emotional intelligence
Peter Simon, champion:
1. Is it important to develop as a complete project manager – professionals who can display the essential tools and the vital behaviours?
Strongly agree 77% Agree 20% Disagree 2% Strongly disagree 2%
2. Is it important for APM to give closer attention to developing human and organisational competence in its 4 level certification programme?
Strongly agree 34% Agree 52% Disagree 11% Strongly disagree 3%
3. My project management team is equipped to face the changing requirements of 21st business practices.
Strongly agree 8% Agree 29% Disagree 51% Strongly disagree 12%
4. My project management style reflects the way others work in my organisation.
Strongly agree 12% Agree 37% Disagree 42% Strongly disagree 8%
We all face shifting business challenges – economic, business models and technology – all the more so in the current environment.
General perception is that projects are failing – why are we still doing the same things?
The economy we’re working in is different to the one that our tools were designed for, this is the Google generation – look at all the sources and outlets we can now use, such as blogs, blackberries, wikis real-time status reports and collaboration tools. We need to be able to use them all within a project environment.
Project management teams need to be able to work with the same tools in the same way as others in our organisations.
We need people on our project teams with excellent communications skills and an openness to business change.
In summary:
• Adoption of new media
• Soft skills in methodologies
• Recruitment focus on emotional intelligence
Peter Simon, champion:
1. Is it important to develop as a complete project manager – professionals who can display the essential tools and the vital behaviours?
Strongly agree 77% Agree 20% Disagree 2% Strongly disagree 2%
2. Is it important for APM to give closer attention to developing human and organisational competence in its 4 level certification programme?
Strongly agree 34% Agree 52% Disagree 11% Strongly disagree 3%
3. My project management team is equipped to face the changing requirements of 21st business practices.
Strongly agree 8% Agree 29% Disagree 51% Strongly disagree 12%
4. My project management style reflects the way others work in my organisation.
Strongly agree 12% Agree 37% Disagree 42% Strongly disagree 8%
Practical agile project management - Dr Peter Merrick
Agile project management means responding to changing circumstances – it is characterised by its flexibility and speed. It is questionable as to whether it can be used in all circumstances, but it is useful in disciplines such as IT.
Agile projects tend to be smaller, shorter, the team is more capable and because there is nowhere to hide, the individuals become more capable. It can also create higher staff turnover because of the personal accountability and peer pressure that agile project management promotes. Sponsor involvement is often much closer.
There is resistance to the approach because it can be fairly imprecise in terms of time and budget. It relies heavily on trust over formal governance structures.
However, an agile culture can grow organically. Once success is realised it is often adopted elsewhere in the organisation.
Agile projects tend to be smaller, shorter, the team is more capable and because there is nowhere to hide, the individuals become more capable. It can also create higher staff turnover because of the personal accountability and peer pressure that agile project management promotes. Sponsor involvement is often much closer.
There is resistance to the approach because it can be fairly imprecise in terms of time and budget. It relies heavily on trust over formal governance structures.
However, an agile culture can grow organically. Once success is realised it is often adopted elsewhere in the organisation.
Discussion – Have we forgotten some of the basics?
Planning is a priority; there is never an option of not planning even when resources are scarce.
Planning should exist throughout the project and perhaps extend into operations (and possibly disposal). This way planning can help ensure that benefits are realised. As such, it might suggest that the sponsor – who is responsible for the benefits of the project – should have a greater interest in the planning aspects of the project or programme.
As projects adopt more ‘agile’ and iterative approaches, greater focus is put on ‘top down’ planning and risk prioritisation. If planning is often confused with ‘schedule’ then risk management is often confused with risks management – the management and focus on individual risks. Marginalising these techniques in this way, making them an operational rather than strategic issue is a problem.
Although these areas are referred to as basics it may be more appropriate to view them as ‘fundamentals’. The awareness of these fundamentals outside the profession is poor - senior executives are not interested in these ‘details’.
Professionally, both planning and risk management roles are considered a stepping stone to something more ‘bigger’. This is one of the why these fundamentals are ignored because they are perceived to have little strategic meaning and therefore are professionally unrewarding.
However, 100% of delegates believe constructed plans are often ignored by management who want a different answer.
It is not that senior executives are disinterested in these subjects, they have other pressures and priorities. If ignored the impact of failed projects can be cataclysmic. What is essential is that senior executives and even project professionals understand the value of planning and risk management and not discount these issues as an inconvenience.
84% believe your project risk management looked at ‘top down’.
100% believe that project risk management should be ‘top down’.
79% believe that project plans are not done by planning experts in their organisation
93% believe that risk is a process not a mindset in their organisation.
Planning should exist throughout the project and perhaps extend into operations (and possibly disposal). This way planning can help ensure that benefits are realised. As such, it might suggest that the sponsor – who is responsible for the benefits of the project – should have a greater interest in the planning aspects of the project or programme.
As projects adopt more ‘agile’ and iterative approaches, greater focus is put on ‘top down’ planning and risk prioritisation. If planning is often confused with ‘schedule’ then risk management is often confused with risks management – the management and focus on individual risks. Marginalising these techniques in this way, making them an operational rather than strategic issue is a problem.
Although these areas are referred to as basics it may be more appropriate to view them as ‘fundamentals’. The awareness of these fundamentals outside the profession is poor - senior executives are not interested in these ‘details’.
Professionally, both planning and risk management roles are considered a stepping stone to something more ‘bigger’. This is one of the why these fundamentals are ignored because they are perceived to have little strategic meaning and therefore are professionally unrewarding.
However, 100% of delegates believe constructed plans are often ignored by management who want a different answer.
It is not that senior executives are disinterested in these subjects, they have other pressures and priorities. If ignored the impact of failed projects can be cataclysmic. What is essential is that senior executives and even project professionals understand the value of planning and risk management and not discount these issues as an inconvenience.
84% believe your project risk management looked at ‘top down’.
100% believe that project risk management should be ‘top down’.
79% believe that project plans are not done by planning experts in their organisation
93% believe that risk is a process not a mindset in their organisation.
Transformation and transformational change - Anthony Lewis
Transformation is a favourite term for consultants – in this context it refers to major change. Major Change is high risk (and high reward) but can also be large and difficult.
Creating a transformation is often such a daunting prospect that it isn’t addressed. Often we wait until there is a ‘burning platform’ to make change happen, but change is inevitable; it should be anticipated and embraced.
Having a clear understanding of where we are and where we want to be is central to successful transformation. This involves ‘scenario probability’, demand forecasting and cost of service profiling.
This is the firm basis upon which good decisions can be made. Everyone has different perspectives and priorities - senior executives will have different priorities to the project manager. Therefore the transformation project manager will need to react differently in different situations.
The project professional has a key role to play in making this happen by shaping a strategy that can be implemented, they can help co-ordiante stakeholders and participants and ‘show the way’.
Creating a transformation is often such a daunting prospect that it isn’t addressed. Often we wait until there is a ‘burning platform’ to make change happen, but change is inevitable; it should be anticipated and embraced.
Having a clear understanding of where we are and where we want to be is central to successful transformation. This involves ‘scenario probability’, demand forecasting and cost of service profiling.
This is the firm basis upon which good decisions can be made. Everyone has different perspectives and priorities - senior executives will have different priorities to the project manager. Therefore the transformation project manager will need to react differently in different situations.
The project professional has a key role to play in making this happen by shaping a strategy that can be implemented, they can help co-ordiante stakeholders and participants and ‘show the way’.
Old destinations or new directions for programmes – Kevin Parry
“Everybody lies” says Dr Greg House. This is anathema to many managers schooled in a ‘command and control’ management paradigm. What people say and what they actually think will be different. Not getting to the heart of what people think will prevent successful transformation.
Transformation deals with systemic issues. Adaptability and agility are key to this process – being wedded to a plan and a schedule represents a risk to successful transformation. It looks at the heart of change issues – these can be social, political, economic, legal or technical.
The management response is characterised by being flexible and reacting to real problems that may change over time. The strategy may remain the same, but the tactics will change over time.
The response is to be a chameleon project manager – understand motivators for change, reinforce the change with data, accept change, try to understand ‘invisible power structures’ – how things really work. Set a direction and refine it constantly.
Transformation deals with systemic issues. Adaptability and agility are key to this process – being wedded to a plan and a schedule represents a risk to successful transformation. It looks at the heart of change issues – these can be social, political, economic, legal or technical.
The management response is characterised by being flexible and reacting to real problems that may change over time. The strategy may remain the same, but the tactics will change over time.
The response is to be a chameleon project manager – understand motivators for change, reinforce the change with data, accept change, try to understand ‘invisible power structures’ – how things really work. Set a direction and refine it constantly.
Discussion - Is it changing or changeable?
Transformation management deals with pragmatism over methodology. Methods are useful for projects, but at a transformational level they can be too rigid.
There is a risk that transformation becomes a trendy badge and lacks substance, but everyone is susceptible to failure due to ‘institutional arrogance’ and a resistance to realise the need to change. This is particularly true in larger and older organisations who have very refined processes and may become introspective - therefore displaying a reluctance to change.
How successful transformation management actually is remains an unresolved issue. It is an under developed discipline, and a ‘burning platform’ may help focus the mind. However what is key is that change is constant and that transformation is both high risk and high reward. It may be that it is less a case of looking at transformation as a management technique (which is defined by its success and failure) and more a state of being – that all things are changing.
36% believe that transformational management a management fad
48% believe transformation management is a future management system
100% believe that transformation management concepts are could be useful in a recession
54% believe transformation is a separate management discipline
There is a risk that transformation becomes a trendy badge and lacks substance, but everyone is susceptible to failure due to ‘institutional arrogance’ and a resistance to realise the need to change. This is particularly true in larger and older organisations who have very refined processes and may become introspective - therefore displaying a reluctance to change.
How successful transformation management actually is remains an unresolved issue. It is an under developed discipline, and a ‘burning platform’ may help focus the mind. However what is key is that change is constant and that transformation is both high risk and high reward. It may be that it is less a case of looking at transformation as a management technique (which is defined by its success and failure) and more a state of being – that all things are changing.
36% believe that transformational management a management fad
48% believe transformation management is a future management system
100% believe that transformation management concepts are could be useful in a recession
54% believe transformation is a separate management discipline
Prioritising Risk, Martin Hopkinson
How many people assess their risks using a Probability/Impact Matrix asked Martin Hopkinson of the APM Risk Specific Interest Group when launching its new guide Prioritising Risk.
Frequently risks are prioritised by their uncertainty – the higher their uncertainty, the higher priority they are offered. Martin argued that if risk management is the management of uncertainty, then perhaps it is those risks which should be focussed on.
Whilst the Probability/Impact Matrix is a useful tool, it is often limited in its effectiveness – factors such as when a response to the risk is needed and the degree to which the risk is manageable should also been considered.
Taking a higher level of understanding of the reason for managing risk is also often overlooked. Understanding why we are managing risks helps us understand the risks we want to manage. Frequently, as with many other project management basics, risk management is overlooked as a procedural part of the project. As Martin points out – this is risks management not risk management.
Frequently risks are prioritised by their uncertainty – the higher their uncertainty, the higher priority they are offered. Martin argued that if risk management is the management of uncertainty, then perhaps it is those risks which should be focussed on.
Whilst the Probability/Impact Matrix is a useful tool, it is often limited in its effectiveness – factors such as when a response to the risk is needed and the degree to which the risk is manageable should also been considered.
Taking a higher level of understanding of the reason for managing risk is also often overlooked. Understanding why we are managing risks helps us understand the risks we want to manage. Frequently, as with many other project management basics, risk management is overlooked as a procedural part of the project. As Martin points out – this is risks management not risk management.
Introduction to Project Planning – Neil Curtis, ITT Defence
Has planning become sidelined as a professional project management discipline? Neil Curtis, representing the APM Specific Interest Group thinks so. That is why the newly re-launched SIG launched their guide Introduction to Project Planning at the APM Project Management Conference 2008.
A plan is more than just a schedule; it should include scope, deliverables, implementation strategies and processes, project organisation, constraints, assumptions, dependencies and cost estimates.
Planning is frequently viewed as a technical side-issue, yet it helps maximise success, aids communication, develops commitment, and prepares for the unexpected. Above all it provides the baseline against which a project is measured.
Planning is central to the role of the project manager, which raises the question as the value offered by specialist planners. Their skills are often ignored and sidelined, their role is increasingly to act as mentors, technical experts and consultants to the project and its planning activities.
The benefits of planning will change at different stages in its lifecycle
Concept – project need and feasibility
Definition phase – refining and optimising the plan
Implementation, handover and closeout phases – executing the plan
Closeout – capture lessons learned to inform future planning
Planning won’t guarantee success, but it will get closer to success.
Project success through stakeholder management - rail defect system - Barry Chesterman, Network Rail
Overview of Network Rail's Rail Defects System (RDS) programme. Key issues safety and reliability. Barry said when took over NR's reputation in turmoil, now in "safe hands". Key challenges to capture rail defect information and put onto one system. This involved bringing 22 different contractors each with own reporting system. No intra-system integration i.e. people not talking to each other. Key to RDS success engage all different stakeholders. Design led by end-user 18 demos of prototype models. "Same message to all stakeholders." Feedback invaluable to success. Deployment of RDS 8 out of 9 routes now live. 50% legacy systems decommissioned. 1050/1300 users trained. Improvements: systems delivered half the budget, 4x scope, high level of acceptance.
Is acceptance maximised when stakeholders are an integral part of transformation? 100% yes.
Stakeholder management is important in all sectors, but some sectors require more stakeholder management effort. Agree 95%. Disagree 5%.
Is acceptance maximised when stakeholders are an integral part of transformation? 100% yes.
Stakeholder management is important in all sectors, but some sectors require more stakeholder management effort. Agree 95%. Disagree 5%.
Geoff Whittaker - Corporate saviours or corporate scapegoats – objectives for project managers
Crux of talk is going to be on best ways of setting business benefit objectives.
Projects essentially set up in a competitive environment – pressure to take risks, remove contingencies and under-estimate, plus time pressure to prepare bid, not necessarily involving the people who will deliver the project.
How do people respond to objectives set for them? What incentives do you set? Has the time, cost, quality triangle had its day? We now need to focus on broader business objectives and manage project managers accordingly.
Focus goals on business benefits, behaviours you want to see and on the personally achievable – leaving you with a happy customer who is paying you money and iis talking about the next project.
Alternatively - have someone who is accountable, can’t abdicate responsibility, but to have to agree to someone elses time/cost/performance goals is risky.
Adrian Dooley, Champion:
PM has come along way, but we need new approached – TCP too constrained – it needs to be amore collaborative relationship with sponsors and rest of team.
Questions:
1. Project managers need to focus more on people. Strongly agree 69%, Agree 31%
2. Project management must concentrate more on delivering value. Strongly agree 57%, Agree 35%, Disagree 6%, Strongly disagree 2%
3. Project managers shouldn’t follw a single process? Strongly agree 19%, Agree 43% Disagree 26%, Strongly Disagree 13%
4. PM is in a mid-life crisis. Strongly agree 19%, Agree 42% Disagree 31%, Strongly Disagree 8%
5. There are better ways of setting objectives for PM than time cost Strongly agree 31%, Agree 47% Disagree 16%, Strongly Disagree 6%
6. Project managers are corporate saviours 32% corporate scapegoats 68%
Projects essentially set up in a competitive environment – pressure to take risks, remove contingencies and under-estimate, plus time pressure to prepare bid, not necessarily involving the people who will deliver the project.
How do people respond to objectives set for them? What incentives do you set? Has the time, cost, quality triangle had its day? We now need to focus on broader business objectives and manage project managers accordingly.
Focus goals on business benefits, behaviours you want to see and on the personally achievable – leaving you with a happy customer who is paying you money and iis talking about the next project.
Alternatively - have someone who is accountable, can’t abdicate responsibility, but to have to agree to someone elses time/cost/performance goals is risky.
Adrian Dooley, Champion:
PM has come along way, but we need new approached – TCP too constrained – it needs to be amore collaborative relationship with sponsors and rest of team.
Questions:
1. Project managers need to focus more on people. Strongly agree 69%, Agree 31%
2. Project management must concentrate more on delivering value. Strongly agree 57%, Agree 35%, Disagree 6%, Strongly disagree 2%
3. Project managers shouldn’t follw a single process? Strongly agree 19%, Agree 43% Disagree 26%, Strongly Disagree 13%
4. PM is in a mid-life crisis. Strongly agree 19%, Agree 42% Disagree 31%, Strongly Disagree 8%
5. There are better ways of setting objectives for PM than time cost Strongly agree 31%, Agree 47% Disagree 16%, Strongly Disagree 6%
6. Project managers are corporate saviours 32% corporate scapegoats 68%
David Daly - Should we re-evaluate what project management is all about?
A point in time when you’ve come a long way and achieved a lot, but sense you need to carve a new direction.
I interviewed a number of active IT project managers and received unique insights about what’s changed in project management:
‘I think it’s a change in awareness’ ‘Too much stress placed on having a certificate rather than one’s abilities to get the job done’ The greatest challenge is always communication – ultimately a project failure is the failure to communicate’
‘Projects are still being delivered late and over budget’
‘62% of companies experiencing late delivery, 49% over budget’
What are the answers to our challenges?
Focusing more on people – Team=product - build a quality team first.
Concentrate on delivering value – PPM project portfolio management?
Move away from following a single PM process – don’t hamstring your project managers. Processes and methodologies are tools, good PM is about choosing the right tools.
Adrian Dooley, champion – We seem to be answering in the same way as we did 30 years ago, perhaps this is about coming of age rather than entering middle age?
I interviewed a number of active IT project managers and received unique insights about what’s changed in project management:
‘I think it’s a change in awareness’ ‘Too much stress placed on having a certificate rather than one’s abilities to get the job done’ The greatest challenge is always communication – ultimately a project failure is the failure to communicate’
‘Projects are still being delivered late and over budget’
‘62% of companies experiencing late delivery, 49% over budget’
What are the answers to our challenges?
Focusing more on people – Team=product - build a quality team first.
Concentrate on delivering value – PPM project portfolio management?
Move away from following a single PM process – don’t hamstring your project managers. Processes and methodologies are tools, good PM is about choosing the right tools.
Adrian Dooley, champion – We seem to be answering in the same way as we did 30 years ago, perhaps this is about coming of age rather than entering middle age?
Keynote address - Dr Neville Bain, Chairman IoD
Speaking as someone with extensive boardroom experience, rather than as a qualified project manager.
PM should be a key skill throughout an organisation – although not necessarily broadly accepted right through the organisation – and the resource is often insufficient.
Boards should be more closely involved in monitoring projects, particularly the larger ones, but are often ill equipped to do so and often board agendas allow little time for their discussion.
Governance may have taken over too much influence in boardrooms – taking over half the available time on agendas – surely this is inappropriate?
Greater acceptance of qualifications and professionalism at board level is essential to improve situation and chartership is a good step towards it but much work to be done.
SMEs in particular rely on consulting input - therefore on the skill of the consultant and in managing the consultant.
Example - IoD project – CRM project to align all membership information and providing better services to members and the organisation. Initially, poorly aligned because of silo management in IoD, project became shelved. With changed board, a new process embarked upon, following proper project management procedures – it will now go live as planned.
Change programmes are likely to focus on cost reductions for next while, but people have low expectations (60%) and 70% fail to achieve their objectives. Project management needs to be linked to the strategy process and budgetary process ( and monitored), with proper risk assessment and control.
IoD delighted to support the conference – a really important step in raising importance and relevance of project management You need boardroom support – think carefully about your own organisations and seek a champion on the board who recognises the value of project management.
Ensure linkages to strategy and risk assessment
Engage board with excellent reporting
Include PM as part of new directors’ induction
PM should be a key skill throughout an organisation – although not necessarily broadly accepted right through the organisation – and the resource is often insufficient.
Boards should be more closely involved in monitoring projects, particularly the larger ones, but are often ill equipped to do so and often board agendas allow little time for their discussion.
Governance may have taken over too much influence in boardrooms – taking over half the available time on agendas – surely this is inappropriate?
Greater acceptance of qualifications and professionalism at board level is essential to improve situation and chartership is a good step towards it but much work to be done.
SMEs in particular rely on consulting input - therefore on the skill of the consultant and in managing the consultant.
Example - IoD project – CRM project to align all membership information and providing better services to members and the organisation. Initially, poorly aligned because of silo management in IoD, project became shelved. With changed board, a new process embarked upon, following proper project management procedures – it will now go live as planned.
Change programmes are likely to focus on cost reductions for next while, but people have low expectations (60%) and 70% fail to achieve their objectives. Project management needs to be linked to the strategy process and budgetary process ( and monitored), with proper risk assessment and control.
IoD delighted to support the conference – a really important step in raising importance and relevance of project management You need boardroom support – think carefully about your own organisations and seek a champion on the board who recognises the value of project management.
Ensure linkages to strategy and risk assessment
Engage board with excellent reporting
Include PM as part of new directors’ induction
Guide to topics and subject champions
Adrian Dooley – Success through projects, How PM can support business success
• The project management mid-life crisis
• Corporate saviours or corporate scapegoats – objectives for project managers
• Practical agile project delivery
• Iterative practices are easier than agile methods
• Project management for business start-ups
• Directing change – a model for business improvement
Peter Simon - Right projects right people
• Keeping up – aligning project management with real business
• Tomorrow’s project and programme management leaders
• Using professionalism to ensure you have the right people
• Janet Smart, Said Business School
• Building project professionalism across ~DWP
• Assessing potential in project managers
David Bright - Stakeholders and sponsors
• Boost the benefits delivered from complex projects – some practical frameworks that enhance the value delivered
• How blank is the paper?
• Project success through stakeholder management – Rail defects management system
• Project manager as diplomat
• Hpw well do project sponsors operate
• Managing up the organisation
Mary McKinlay - Managing in a complex world
• Approaches to complex project management
• Reduction of complexity by system oriented management
• Delivering complex projects – it’s not just about the project manager
• Step back from chaos
• What do complex projects tell us about project management?
• ID cards programme
Tom Taylor – Local projects, global consequence
• Project management and transformational change
• Old destinations or new directions for programmes
• Why should project managers be ethical? And other moral questions.
• Ethical success and failure
• Properly effective conference calling
• Disparate projects disparate sustainability opportunities
• The project management mid-life crisis
• Corporate saviours or corporate scapegoats – objectives for project managers
• Practical agile project delivery
• Iterative practices are easier than agile methods
• Project management for business start-ups
• Directing change – a model for business improvement
Peter Simon - Right projects right people
• Keeping up – aligning project management with real business
• Tomorrow’s project and programme management leaders
• Using professionalism to ensure you have the right people
• Janet Smart, Said Business School
• Building project professionalism across ~DWP
• Assessing potential in project managers
David Bright - Stakeholders and sponsors
• Boost the benefits delivered from complex projects – some practical frameworks that enhance the value delivered
• How blank is the paper?
• Project success through stakeholder management – Rail defects management system
• Project manager as diplomat
• Hpw well do project sponsors operate
• Managing up the organisation
Mary McKinlay - Managing in a complex world
• Approaches to complex project management
• Reduction of complexity by system oriented management
• Delivering complex projects – it’s not just about the project manager
• Step back from chaos
• What do complex projects tell us about project management?
• ID cards programme
Tom Taylor – Local projects, global consequence
• Project management and transformational change
• Old destinations or new directions for programmes
• Why should project managers be ethical? And other moral questions.
• Ethical success and failure
• Properly effective conference calling
• Disparate projects disparate sustainability opportunities
APM Project Management Conference 2008
Summaries of the presentations delivered at the APM Project Management Conference 2008 held at The Brewery, Chiswell Street, London on 29th and 30th October 2008.
These summaries should be updated soon after each presentation ends and will include any polls and votes taken.
These summaries should be updated soon after each presentation ends and will include any polls and votes taken.
Tuesday, 28 October 2008
APM Project Management Conference 2008
This blog contains summaries of the presentations delivered at the APM Project Management Conference 2008 held at The Brewery, Chiswell Street, London on 29th and 30th October 2008.
These summaries should be updated soon after each presentation ends and will include any polls and votes taken.
The presentations will be available from the APM website (www.apm.org.uk) from Friday 31st October.
These summaries should be updated soon after each presentation ends and will include any polls and votes taken.
The presentations will be available from the APM website (www.apm.org.uk) from Friday 31st October.
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