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Le roy ward
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Le roy ward

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  • 1. Program Management Complexity─ A Competency Model February 2012J. LeRoy Ward, PMP, PgMP Exec VP-ESI International lward@esi-intl.com Blog: www.wardwired.comwww.linkedin.com/in/leroyward
  • 2. Boeing 787 DreamlinerBoeing 787 2
  • 3. Boeing 787 DreamlinerBoeing 787 3
  • 4. Boeing 787 DreamlinerBoeing 787 Very complex aircraft Accelerated delivery schedule 80% outsourced 43 top tier contractors Hundreds of subcontractors 4
  • 5. Boeing 787 DreamlinerBoeing 787 Complex, global supply chain No prior experience with that many contractors Technology “not cooperating” Cumulative delays 5
  • 6. Boeing 787 DreamlinerBoeing 787 Dude, don’t blame me! The frappas never arrived from Djibouti!! 6
  • 7. Boeing 787 DreamlinerBoeing 787 Plane delayed by 2+ years More than $6 billion in lost profits Millions in contract penalties for late delivery Reputation impugned Quality called into question 7
  • 8. Captain Bill, were Yes, even our all these parts made parachutes!!by the lowest bidder? Where is mine Farkas? 8
  • 9. Here’s what we’ll coverWhat is complexity?The Levin-Ward CompetencyModelAssessing ProgramManagement Competencyusing the Levin-Ward ModelImplementing the Model─AFive Step Process 9
  • 10. What is complexity?
  • 11. Complexity is “natural” 11
  • 12. …and, “man-made” 12
  • 13. A system is complex in the sense that agreat many independent agents areinteracting with each other in a great manyways. M. Mitchell Waldrop 13
  • 14. It has a lot of moving parts 14
  • 15. Key concepts in “complexity” Tunisian street vendor Mohammed Bouazizi 15
  • 16. Key concepts in “complexity”─ Nonlinear dynamics Tunisian street vendor Mohammed Bouazizi 16
  • 17. Key concepts in “complexity”─ Nonlinear dynamics Edward Lorenz & The “Butterfly Effect” 17
  • 18. Key concepts in “complexity”─ Nonlinear dynamics─ Self-organization 18
  • 19. Key concepts in “complexity”─ Nonlinear dynamics─ Self-organization 19
  • 20. The Levin-WardCompetency Model
  • 21. Basic StructurePurpose of the model 21
  • 22. Basic StructurePurpose of the modelIdentifying the specific competencies 6 Performance Competencies 8 Personal Competencies 22
  • 23. Basic StructurePurpose of the modelIdentifying the specific competencies 6 Performance Competencies 8 Personal CompetenciesModel TaxonomyCompetency• Elements  Performance Criteria  Types of Evidence 23
  • 24. Basic StructurePurpose of the modelIdentifying the specific competencies 6 Performance Competencies 8 Personal CompetenciesModel TaxonomyCompetency• Elements  Performance Criteria  Types of EvidenceValidating the model 24
  • 25. Performance Competencies1. Defining 25
  • 26. Performance Competencies1. Defining2. Initiating 26
  • 27. Performance Competencies1. Defining2. Initiating3. Planning 27
  • 28. Performance Competencies1. Defining2. Initiating3. Planning4. Executing 28
  • 29. Performance Competencies1. Defining2. Initiating3. Planning4. Executing5. Monitoring & Controlling 29
  • 30. Performance Competencies1. Defining2. Initiating3. Planning4. Executing5. Monitoring & Controlling6. Closing 30
  • 31. Performance Competencies - anexample from “Planning the Program” ELEMENT 3.2 A BENEFITS REALIZATION PLAN IS PREPARED PERFORMANCE CRITERIAIdentifies the program’s benefitsDefines the program’s benefits inmeasurable outcomesStates roles and responsibilities forbenefits realization and management 31
  • 32. Performance Competencies - anexample from “Planning the Program” ELEMENT 3.2 A BENEFITS REALIZATION PLAN IS PREPARED PERFORMANCE CRITERIA TYPES OF EVIDENCEIdentifies the program’s benefits Tangible and intangible benefits are identifiedDefines the program’s benefits in Documented benefits that are specific,measurable outcomes measurable, attainable, realistic, and time-based Documented roles and responsibilities inStates roles and responsibilities for a Responsibility Assignment Matricxbenefits realization and management (RAM), or in a RACI chart 32
  • 33. Personal Competencies1. Leading 33
  • 34. Personal Competencies1. Leading2. Building Relationships 34
  • 35. Personal Competencies1. Leading2. Building Relationships3. Negotiating 35
  • 36. Personal Competencies1. Leading2. Building Relationships3. Negotiating4. Thinking Critically 36
  • 37. Personal Competencies1. Leading2. Building Relationships3. Negotiating4. Thinking Critically5. Facilitating 37
  • 38. Personal Competencies1. Leading2. Building Relationships3. Negotiating4. Thinking Critically5. Facilitating6. Mentoring 38
  • 39. Personal Competencies1. Leading2. Building Relationships3. Negotiating4. Thinking Critically5. Facilitating6. Mentoring7. Embracing Change 39
  • 40. Personal Competencies1. Leading2. Building Relationships3. Negotiating4. Thinking Critically5. Facilitating6. Mentoring7. Embracing Change8. Communicating 40
  • 41. Personal Competencies-an examplefrom “Mentoring? ELEMENT 7.4 RECOGNIZES AND REWARDS INDIVIDUAL AND TEAM ACCOMPLISHMENTS PERFORMANCE CRITERIACelebrates success throughout theprogram 41
  • 42. Personal Competencies-an examplefrom “Mentoring? ELEMENT 7.4 RECOGNIZES AND REWARDS INDIVIDUAL AND TEAM ACCOMPLISHMENTS PERFORMANCE CRITERIA TYPES OF EVIDENCECelebrates success throughout the Example is formal recognition ofprogram accomplishments by specific individuals or team Examples are how the team celebrated achievements Documented evidence of lessons learned 42
  • 43. Assessing Program ManagementCompetency using the Levin-Ward Model
  • 44. Organizational Assessment 44
  • 45. Program Manager Assessment 45
  • 46. Prospective Program Manager Assessment 46
  • 47. Implementing theModel-A Five Step Action Plan
  • 48. Task 1 ─ Define User Requirements  Define the “respondent” population  Create e-mail distribution lists  Define scope of assessment  Define demographics section 48
  • 49. Task 2 ─ Customize Survey Content  Methodology use  Applying key best practices  Adherence to stated practices  Other areas of interest 49
  • 50. Task 3 ─ Develop Online Survey  Develop the survey  Send link to org’s contacts for review  Refine survey questions 50
  • 51. Task 4 ─ Deploy Survey  Send email survey invitation  Specific time period noted  Include contact name and email for questions  Send reminder and “thank you” emails 51
  • 52. Task 5 ─ Data Analysis & Assessment  Analyze data  Write draft report & distribute  Review comments/write final report  Develop presentation of findings  Refine improvement roadmap 52
  • 53. Stop themadness! 53
  • 54. What was “wanted”What was “wanted” Copyright ESI March 2010 | Confidential -
  • 55. What was “needed”What was “needed” Copyright ESI March 2010 | Confidential -
  • 56. What was “specified”What was “specified” Copyright ESI March 2010 | Confidential -
  • 57. What was “delivered”
  • 58. Wantmoreinformation? 58
  • 59. Thanks for listening! …let’s continue the conversation™J. LeRoy Ward, PMP, PgMP Exec VP-ESI International lward@esi-intl.com Blog: www.wardwired.comwww.linkedin.com/in/leroyward

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