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Integrating Prince2® And Msp™ At The Vietnam Academy Of Social Science Arnaldo Pelleni
 

Integrating Prince2® And Msp™ At The Vietnam Academy Of Social Science Arnaldo Pelleni

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This presentation was made at the 2009 event by Arnaldo Pellini - Overseas Development Institute (ODI) and Eddie Borup - Managing Director, ibp Solutions.
The evidence from experience of ‘Integrating PRINCE2 and MSP at the Vietnam Academy of Social Sciences’, shows that the mediation required for introducing a UK management approach in a public Vietnamese institutions has to balance the needs and cultural characteristics and expectations of the receiving organisation, of the donor organisation which in this case is UNDP, and of the tools itself. The experience from the Vietnam Academy of Social Science in Ha Noi, shows that introducing the new approach proved quite challenging. However, if the new integrated management approach is adopted, it will not only contribute to change of behaviours within the receiving organisation, but also influence and test the flexibility and adaptability of the approaches and tools that are being introduced.

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    Integrating Prince2® And Msp™ At The Vietnam Academy Of Social Science Arnaldo Pelleni Integrating Prince2® And Msp™ At The Vietnam Academy Of Social Science Arnaldo Pelleni Presentation Transcript

    • International Congress for Programme, Project and Risk Management London, 10th-11th February 2009 Integrating PRINCE2® and MSP™ at the Vietnam Academy of Social Science Eddie Borup, ibp Solutions Arnaldo Pellini, Overseas Development Institute 1
    • Content 1) Some information on Vietnam and the Vietnam Academy of Social Sciences 2) A strategic approach to change management 3) Cultural challenges 4) Conclusions 2
    • 1)Vietnam and VASS Vietnam and Strategic Challenges Conclusion VASS approach 3
    • 1)Vietnam and VASS • 1000 staff/researchers • 29 research institutes • 4 departments • Ca. 350 projects/year • Involved in legislative process (Insert picture of VASS) Vietnam and Strategic Challenges Conclusion VASS approach 4
    • 1)Vietnam and VASS Types of Projects Vietnam and Strategic Challenges Conclusion VASS approach 5
    • 1)Vietnam and VASS Types of Projects • Institutional • Ministerial • State • Private/external/foreign Vietnam and Strategic Challenges Conclusion VASS approach 6
    • 2) A strategic approach to change management Our questions? • Is VASS research having an influence on policy making in Vietnam? • How can VASS know? • How does VASS know they are conducting the right research, at the right time, and in the right sequence? Vietnam and Strategic Challenges Conclusion VASS approach 7
    • 2) A strategic approach to change management Storytellers Networkers Engineers Fixers Vietnam and Strategic Challenges Conclusion VASS approach 8
    • 2) A strategic approach to change management If we can accept that each Institute is running a multitude of projects/work packages and these should all be contributing towards the Goals of the Institute.... • Then VASS might be a portfolio of Programmes • Each Institute/Centre a Programme Could MSP™ be used to “run an Institute”? Vietnam and Strategic Challenges Conclusion VASS approach 9
    • 2) A strategic approach to change management VASS Portfolio VASS Decree and Institute Decree Review Management strategy And stratgey Identifying a Defining a Managing the External Programmes Concept Programme Programme Tranches Running a Programme Closing a Programme Review Programme (Managing the Delivering the Capability Management and Realising the Benefit) Identifying a Defining a Running a Closing a External Projects Concept Project Project Project Review Project Project Stage Stage Stage Management Work Work Work Package Package Package Vietnam and Strategic Challenges Conclusion VASS approach 10
    • 2) A strategic approach to change management Use the method to implement the method... • Helps with adoption • Introduces common language • Early capacity building • “trial of the trial” Vietnam and Strategic Challenges Conclusion VASS approach 11
    • 2) Approach All other Institute/Centre/Department Directors When appropriate various Ministries, Donors, UNDP etc (SRO) Sponsoring Group Chaired by Prof Nam Head of Prog Depending on the benefits and Programme Support Manager outcomes (BCM’s) (PMO) Organisation Not only Institute resource ie. Library, admin, Proj Mgr Theme Proj Mgr Proj Mgr Proj Mgr Proj Mgr Ministerial Ministerial Theme Institute Proj Mgr Proj Mgr Proj Mgr Proj Mgr State Institute InternationaTheme Proj Mgr Institute * Scientific Committee (Assurance) Finance, Personal Sponsoring Group via the But also SRO Departments Finance Senior User Executive Senior Supplier Scientific Project Management (Appropriate BCM) (Programme Manager) (Resource Manager) Organisation Admin Personal Assurance (on behalf of the board, ensuring that the project is viable, what VASS requires and will be fit for purpose) including when Assurance or reviews are Project Manager (focused on Delivering * completed Outputs Project Project Team (Made up of Team Leaders and staff Support As doing the work, including those required to well review the quality of the outputs) Vietnam and Strategic Challenges Conclusion VASS approach 12
    • 3) Challenges Cultural Challenges • Promotions are not based on skills • Seniority matters • Political and social hierarchy limits participation and debate • Communist Party makes decisions ‘In High Power distance societies, subordinates acknowledge the power of others simply based on where they are situated in certain formal, hierarchical positions.’ Geert Hofstede Vietnam and Strategic Challenges Conclusion VASS approach 13
    • 3) Challenges Impact on the programme • Time for planning and re-planning • Time for procurement • Commitment of individuals • Recruitment and retention • Payment for results... ‘Madness is an expectation that if you keep doing the same things in the same way, you can expect different results” Susan Bloch Vietnam and Strategic Challenges Conclusion VASS approach 14
    • 4) Conclusion Typical approach Investigation > Training > Study tours > Planning for implementation > Hope that it works But here we are in a different context Start with the end in mind – results focused capacity building... transitioning to a known end state – but we might be facing the wrong way...... Vietnam and Strategic Challenges Conclusion VASS approach 15
    • 4) Conclusion Planning and the sense of future West Look at the future past present future Asia Look at the past past present future Vietnam and Strategic Challenges Conclusion VASS approach 16
    • 4) Conclusion It takes time to make decisions, but when benefits are perceived and decisions are made => things move very quickly January 2008 Vietnam and Strategic Challenges Conclusion VASS approach 17
    • 4) Conclusion • We are testing a different way to manage projects in the Vietnamese culture and society • We are testing flexibility of PRINCE2® and MSP™ • We are learning and so are VASS and our Donors... Plan – Do - Review Vietnam and Strategic Challenges Conclusion VASS approach 18
    • Thank you for your attention a.pellini@odi.org.uk eddie.borup@ibpsolutions.co.uk 19
    • 1)Vietnam and VASS • Rationing /coupon system for basic goods Bao Cap 1975 - 1986 • State at fixed price / Inefficient production • Agrarian reform: market prices land ownership Doi Moi 1986 – 2005 • Private enterprises + state enterprises • International integration • Economic growth SEDP 2011 – 2020 • Social policy • Role of civil society Vietnam and Strategic Challenges Conclusion VASS approach 20