Implementation 12

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dieas on how to improve project performance using PRINCE2

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Implementation 12

  1. 1. Project Management Implementation Uniting opposing forces Frank van Dam
  2. 2. Van Dam Orenda bv is an ACO (Accredited Consulting Organization) for PRINCE2 ®, MSP® , and P3M3 ® PRINCE2 ®, MSP® and P3M3 ® are Registered Trade Marks of the Cabinet Office The Swirl logo™ is a Trade Mark of the Cabinet Office implementing PRINCE2 2
  3. 3. 1. 2. 3. 4. Project performance in general Performance and Maturity Success factors Implementation of PRINCE2 implementing PRINCE2 3
  4. 4. 1. Project performance in general Van Dam Orenda Product Development Consultants implementing PRINCE2 4
  5. 5. Small, random selection Standish, cited most, 1995 and 2001 Software hall of shame, IEEE 2005 PWC research 2004 en 2009 School of the Built Environment 2009 QUT: creating value with PRINCE2, 2010 implementing PRINCE2 5
  6. 6. implementing PRINCE2 6
  7. 7. Software hall of shame…. implementing PRINCE2 7
  8. 8. The state of PRINCE2 according to QUT “…PRINCE2 is perceived as a robust, … framework which underwrites project success," "However ..success is dependent upon: organizations developing skills in project leadership and project governance as well as adeptly managing the accompanying organizational change”. implementing PRINCE2 8
  9. 9. 2. Performance and maturity Van Dam Orenda Product Development Consultants implementing PRINCE2 9
  10. 10. Maturity 5 steps to growth Borrowed from CMM Step 3 is the hardest (really making processes a standard that is followed) business case maturity models 10
  11. 11. Performance = f (maturity) implementing PRINCE2 31-10-2013 p. 11
  12. 12. 3 cheers for techies: sector Estimated maturity level CEO PM desired Consumer 2+ 1+ 3,5 Financial 2,5 1,5 3,5 Tech + ict 3 2 4 Pharma 2,5 1,5 4 Public 1,5 ≈1 3 implementing PRINCE2 12
  13. 13. Implication: 2 types of maturity levels Current level Indicator for performance Desired level Based on strategy, goals, competition,….. implementing PRINCE2 13
  14. 14. Implication: 2 types of maturity levels Current level Indicator for performance Desired level Based on complexity, strategy, goals,….. implementing PRINCE2 14
  15. 15. 3. Success factors Van Dam Orenda Product Development Consultants implementing PRINCE2 15
  16. 16. Innovation has nothing to do with how many R&D dollars you have…. It’s the people you have, how you’re led, and how much you get it. implementing PRINCE2 16
  17. 17. Succes factors implementing PRINCE2 17
  18. 18. The state of PRINCE2 according to QUT “…PRINCE2 is perceived as a robust, … framework which underwrites project success," "However ..success is dependent upon: organizations developing skills in project leadership and project governance as well as adeptly managing the accompanying organizational change”. implementing PRINCE2 18
  19. 19. Successful Change in 8 Steps implementing PRINCE2 19
  20. 20. 6.b. Successful Change in 8 Steps A. Set the stage Steps 1 and 2 B. Decide what to do Step 3 C. Make it happen Steps 4 to 7 D. Make it stick (8) 1. Create sense of urgency 2. Pull together a guiding team 3. Develop vision of change and strategy 4. Communicate for understanding + buy-in 5. Empower others to act 6. Produce short term wins 7. Don’t let up 8. Create a new culture implementing PRINCE2 20
  21. 21. Successful change alternative: Spirit lends the power Need makes you move Structures evoke Vision sets the course Capacities make it possible Success makes believe Systems enforce Stories Actions implementing PRINCE2 21
  22. 22. 4. Implementation of PRINCE2 Van Dam Orenda Product Development Consultants implementing PRINCE2 22
  23. 23. Effective Implementation of PRINCE2: (top down) A. Create conditions B. Method itself C. Fitting organisationalchange 1. Project governance 2. Project-leadership 3. Building dedicated processes and themes 4. Able execution of roles 5. The bigger the change, the tougher the change 6. Using MSP and Kotter implementing PRINCE2 23
  24. 24. 1. Project governance: Agreed selection (portfolio) of projects number, type, contribution to organisation In the right manner (“assurance” / maturity) Properly crewed (see 2) Contribution to the organisation: a) Strategic importance, nature of the projects b) Position within operations and environment a) b) c) Matrix: line vs project Benchmarks and gate(way) reviews Competitor comparison implementing PRINCE2 24
  25. 25. 2. Project-leadership (board + PM) Two sides: Hard skills (foundation, practitioner etc) Soft skills (leadership, negotiating,..) To be created using a dedicated recuritment & training programme Talent-Pool created and maintained (P3O, centres of excellence) Rules for engagement (in board between sr supplier and exec) implementing PRINCE2 25
  26. 26. 3. Building dedicated processes and themes According to PRINCE2 Fitting with your circumstances Connecting with specialist content In 3-5 “popular” types Developed by or with Centre of excellence Often hard to see: requires abstract thinking implementing PRINCE2 26
  27. 27. 4. Able execution of roles Provide guidance with handbooks, procedures etc Specifically designed for each type of project Train and evaluate, learn the lessons learned P3O, centres of excellence Train, train, train (in PRINCE2 and your approach) Match (the teamroles; for hierarchy + team) implementing PRINCE2 27
  28. 28. 5. The bigger the change; the tougher the change: a) Importance, position, need The bigger the need, importance, size of projects: the bigger, more formal and more integral the change trajectory And…., the bigger the stricter the governance must be; this usually calls for a culture change. b) maturity gap to be bridged: 1 level step takes (on average) 1 to 1,5 yr! Hints per step in maturity model (for PRINCE2 and governance) implementing PRINCE2 28
  29. 29. 6. a. Using MSP MSP = Managing Successful Programmes Programme Management = implementation of a portfolio of projects and activities that together achieve outcomes and realise benefits that are of strategic importance. Vision – Blueprint – Tranches – Benefits To include “hard”and “soft” aspects! implementing PRINCE2 29
  30. 30. 6. a. Using MSP; blueprint example implementing PRINCE2 30
  31. 31. 6.b. Successful Change in 8 Steps A. Set the stage Steps 1 and 2 B. Decide what to do Step 3 C. Make it happen Steps 4 to 7 D. Make it stick (8) 1. Create sense of urgency 2. Pull together a guiding team 3. Develop vision of change and strategy 4. Communicate for understanding + buy-in 5. Empower others to act 6. Produce short term wins 7. Don’t let up 8. Create a new culture implementing PRINCE2 31
  32. 32. 1. Create sense of urgency Tell people that change is important and needed soon Know the current issues, areas of challenges, and places where opportunities are for change From maturity benchmarks, comparisons Know the leaders and followers Obtain agreement about how important making changes are Stakeholder analysis (Sunflower, force-field etc) implementing PRINCE2 32
  33. 33. 2. Pull together a guiding team Build a strong group that will help you implement change With enough Leadership / Power Skills / Credibility / Authority Sense of urgency to make the change happen implementing PRINCE2 33
  34. 34. 3. Develop a Vision of change and Strategy Create a positive vision for where change will take the organisation Include: the opportunities change will bring and the hopeful future being created Develop a plan for getting to the destination you have talked about MSP: blueprint and benefit map implementing PRINCE2 34
  35. 35. 4. Communicate for understanding + buy-in Use every resource possible to always discuss the new visions and plans The change team and sponsors should act as role models for the behaviors of followers implementing PRINCE2 35
  36. 36. 5 Empower others to act Work hard to get rid of obstacles (both actual and perceived) Change the systems that block change Encourage followers to: Take logical risks Think outside the box Use non-traditional ideas, activities, and actions implementing PRINCE2 36
  37. 37. 6. Produce short-term wins Create small steps where people can have successes Reward the people who achieve the goals/small steps Because change is a long term process implementing PRINCE2 37
  38. 38. 7. don’t let up Demonstrate change through your small steps and successes: Use this credibility to change all of the policies that no longer fit the new vision Hire and promote individuals with the talents to make the change real implementing PRINCE2 38
  39. 39. 8 create a new culture Hold on to the new ways of behaving So that the change becomes a part of the daily routine in your group Make sure that systems, policies and incentives match the change implementing PRINCE2 39
  40. 40. How can we help you to implement PRINCE2? Van Dam Orenda product development consultants PB 62 7620 AB BORNE, NETHERLANDS +31-74 - 250.9155 www.orenda.nl Frank van Dam vandam@orenda.nl implementing PRINCE2 40

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