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.
Showing posts with label Local projects global consequence. Show all posts
Showing posts with label Local projects global consequence. Show all posts
Thursday, 30 October 2008
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.
Wednesday, 29 October 2008
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
Subscribe to:
Posts (Atom)