Projektværktøjsdagen 2013 - Peter Weihe Wolfsberg, Managing Consultant, PA Consulting group. PA Consulting Group har udviklet et nyt koncept for programledelse, som kaldes Visual Program Leadership. Konceptet ændrer radikalt vores måde at kommunikere og giver et langt bedre beslutningsgrundlag. Vores koncept er baseret på et programstyringssoftware fra Marstrand Innovation, kaldet Marstrand Planning Intelligence (MPI). Softwaret understøtter bl.a. produktbaseret planlægning. Det er et krav i Visual Program Leadership, at risici og problemer relateres direkte til leverancer eller produkter, dette krav understøttes af MPI. MPI er et meget effektivt værktøj i både planlægnings- og eksekveringsfaserne. Få inspiration af denne video: http://youtu.be/tm6SbLodofI

1. VISUAL PROGRAM
LEADERSHIP
WHAT IS NEW?
The rationale behind VPL
Peter Weihe Wolfsberg
November 2013
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2. About PA
We bring you the right team – unconstrained by conventional thinking we deliver
exceptional results with lasting impact
We are an employee-owned firm of over 2,500
people specialising in management consulting,
technology and innovation.
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PRINCIPAL OFFICES
North America
Europe
Nordics
Gulf
Asia Pacific
INDUSTRY SECTORS
Energy
Financial services
Life sciences and healthcare
Government and public services
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Defence and security
Telecommunications
Manufacturing
Transport and logistics

3. What thinking lies behind the concept of Visual Program Leadership?
PA has taken the thoughts, trends and
concepts from a number of acknowledged
authorities like Gartner Group, Linda Gratton,
Cabinet Office (PRINCE2) and others. We
have combined this with our own extensive
experience.
VPL
Based on this we have created the unique
concept of Visual Program Leadership – VPL
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4. Complex collaboration
Lynda Gratton is the Professor of
Management Practice at London Business
School and the founder of the Hot Spots
Movement
Situation:
Complication
Linda Gratton in Harward Business Review:
• Although teams that are large, virtual, diverse, and
composed of highly educated specialists are
increasingly crucial with challenging projects, those
same four characteristics make it hard for teams to get
anything done. To put it another way, the qualities
required for success are the same qualities that
undermine success. Members of complex teams are
less likely—absent other influences—to share
knowledge freely, to learn from one another, to shift
workloads flexibly to break up unexpected bottlenecks,
to help one another complete jobs and meet deadlines,
and to share resources—in other words, to collaborate

When tackling a major initiative like an acquisition or
an overhaul of IT systems, companies rely on large,
diverse teams of highly educated specialists to get
the job done. These teams often are convened
quickly to meet an urgent need and work together
virtually, collaborating online and sometimes over
long distances.
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5. Technological availability
The technology to support Global, Complex Collation by
electronic means, and VPL can therefore become a reality not
just as a concept , but also as a true implementation
•
Large size (70”) touch screens have become affordable
•
Video conferencing and screen sharing (LYNC and Scopia) software
has become stable and easy to use as well as low cost
•
High speed internet links combined with 3G / 4G mobile technology
makes most places in the world accessible in real time
•
Software to support product based planning and integration with
traditional PERT and GANNT planning has emerged
The technological foundation to implement live VPL is now real
and available
Nowadays, as a smart device is in
everyone’s pocket, the use of
digital planning boards will most
likely take off just like the word
processor did in the late eighties,
thanks to the proliferation of
affordable and easy-to-use
smartphones, tablets and large
TV screens. The digital planning
board–the digital kanban board–
simply has fantastic potential
when it comes to helping people
visualise, plan and coordinate
their work in an easy and playful
way. Use it!
© Projectplace 2013
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6. Visualization and Gamification
Overall observations
• In relationship to management of
people a key trend is gamification –
which fits nicely with “visualisation”
Gamification is on the rise
Talking points/key questions:
• Gamification in your
project/programme/portfolio
management
The change Imperative:
Integrate the Engagement Workstream
Continuous Engagement is Necessary
to Deliver Business Outcomes
• Gamification is the use of game
mechanics in non-entertainment
environments to motivate a change
in participant behaviour
Why it Works:
Gamification Changes Brain Chemistry
1. Progress bars – advancing to a goal
2. Multiple long-term and short term
aims – many ways to achieve
3. Rewards for effort – Reinforces
completeness
4. Feedback – directly links
consequences to actions
5. An element of uncertainty – the brain
likes novelty and puzzles
6. “Flow” – better memory, builds
confidence, willing to take risks
7. Collaboration
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7. Begin with the end in mind
Covey 1989
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8. Product focus
Benefits of Product Based Planning – from Cabinet
Office UK
•
Product Focus enhances the dialogue between the
program and the stakeholders
•
Focuses on the final product and thereby ensures
that all breakdowns and activities add value and
contribute to that final product
•
Products are definable, measurable and focused
•
Product are easily visualized
•
Products can be tangible (e.g. valve) or intangible
(e.g. changed culture)
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One of the main benefits of Product Based Plan is that
it turns the focus to deliverables. Experienced
PRINCE2 people start developing a Business Case
and then move to defining what has to be delivered.
Non-PRINCE2 people start drawing up a list of tasks.
How can you develop a plan without clearly
understanding what you have to deliver? Product
Based Planning brings about this discipline.
The other major advantage is in measuring progress.
As a project manager, I'm not really concerned about
what you are doing. I really care about what you are
delivering. The true measure of progress is the
successful creation of products that have passed
review against the quality criteria defined in their
Product Descriptions. PBP is an effective tool for this.
Peter Foster – experienced PRINCE2 PM

9. Lean and Agile
A lot of the thinking and principles in Lean and Agile development methodologies
have proven to facilitate and promote efficient communication and decision
making:
•
Stand-up meetings
– The SCRUM meeting
•
Visual aids
– The KANBAN board
– The BURN-DOWN chart
•
Short term focus
– The iterative approach in agile methods
•
Focus on the customer / what is to be delivered
– No process for the processes own sake
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10. Risk and issue handling
PA has found, based on PA’s thousands of man-hours in practising program management, that next to
stakeholder management, the most important key to successful program leadership is:
•
Proactive RISK and ISSUE handling
– Most of the time and energy in program meetings, whether it is status meetings or steering board
meetings should be focused on pro-active risk and issue resolution
•
Risks and issues are difficult concepts to grasp
– They are often handled on separate lists without specific relation to the project or program plan or
any of the products delivered
•
Risks and issues need to be associated directly with the products in the program
– By having this association, it is easier to grasp the direct impact of the risks and issue, and any
required mitigating actions becomes more apparent
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11. Visual Program Leadership – benefits
Visual Program Leadership is improved leadership through product focused
and proactive risk and issue handling in a collaborative approach embracing the newest trends in
visualization and gamification as well as well proven principles from
implemented on an affordable and efficient
lean and agile
it-platform with global reach
Enabling True control
This is when decision making in the program
leadership is based on:
•
•
•
•
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Common and up-to-date information and plans
A collaborative process
Common understanding of the consequences
Clear ownership of actions
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12. Come and visit us
PA bring well proven PM components into a new and unique concept,
VPL, now also implemented in and supported by MPI from Marstrand
Innovation
At PA Consulting Groups booth or at 15:35 in room 203
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630 MWatt offshore installation
•
175 3.6 Mwatt Wind mills
•
Delivering power for 750.000 homes
•
Project span UK, D, DK, B and N
•
Multi National project teams
Come and see how VPL and MPI meets this challenge!
Full story at: http://www.youtube.com/watch?v=BZlv98PYC28
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13. The End
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14. Come and visit us
PA bring well proven PM components into a new and unique concept, VPL, now also
implemented in and supported by MPI from Marstrand Innovation
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15. Improve your program leadership through:
VPL
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16. Ghost (signpost) – current chapter title...
Leaders think and talk about the solutions.
Followers think and talk about the problems
Brian Tracy, Motivational speaker and author, Brian Tracy International
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