Machiavelli or Project Management: can either PRINCE sustain the outcomes of e-based change? Richard Hall ( [email_address] )
Machiavelli or Project Management: can either PRINCE sustain the outcomes of e-based change? Richard Hall ( [email_address] ) Our LO: we will evaluate how the Machiavellian and PRINCE2 options open to them can affect sustainability in their own context
<ul><li>Give the context for one specific change, which affected you in the last academic session. </li></ul><ul><li>In what ways did this change affect you positively and why do you think that was the case? </li></ul><ul><li>In what ways did this change affect you negatively and why do you think that was the case? </li></ul>
Manage the people: establish buy-in ChXXIV ‘men are much more taken by present concerns than by those of the past, and when they discover benefit in present things they enjoy it and seek no more. In fact they will seize every measure to defend the new prince so long as he is not lacking in his duties.’ (Reduce the period of blame and fear.) Issues: direct control, the role of courtiers, arm your subjects. The Prince and change-management
The Prince and change-management Have a clear communication strategy Ch XXIII ‘a prudent prince should follow a third course, electing wise men for his state and giving only them permission to speak truthfully to him, and only on such matters as he asks them about and not on other subjects.’ ‘ good advice, from whomever it may come, must arise from the prudence of the prince, and not the prudence of the prince from good advice.’ Issues: open and honest structures; trust; and control.
The Prince and change-management Manage the introduction and impact of change Ch VI ‘there is nothing more difficult to execute, nor more dubious of success, nor more dangerous to administer, than to introduce new political orders. For the one who introduces them has as his enemies all those who profit from the old order, and he has only lukewarm defenders in all those who might profit from the new order. This lukewarmness partly arises from fear of the adversaries who have the law on their side, and partly from the incredulity of men, who do not truly believe in new things unless they have actually had personal experience of them.’ Issues: managing partisan zeal and hesitant defence; know your enemies and your context.
Plan Ch VII ‘anyone who does not lay his foundations beforehand can do so later only with the greatest of virtue, although this is done with difficulty for the architect and danger to the building.’ Ch XIII ‘the poor judgement of men will begin something that seems good at the outset without noticing the poison concealed underneath… and anyone who does not diagnose the ills when they arise in a principality is not really wise.’ Issues: contingencies; managing risk; managing resources. The Prince and change-management
The Prince and change-management Ch IX ‘When the prince who builds his foundations on the people is a man able to command and of spirit, is not bewildered by adversities, does not fail to make other preparations, and is a leader who keeps up the spirits of the populace through his courage and his institutions, he will never find himself deceived by the common people, and he will discover that he laid his foundations well.’ Ch XIV ‘learn the nature of terrains… to know one’s own country [in order to] understand how to defend it… [and to] comprehend the characteristics of any other site that it is necessary to explore for the first time.’
<ul><li>PRojects IN Controlled Environments </li></ul><ul><li>A temporary organisation that is needed to produce a unique and predefined outcome or result at a prespecified time using predetermined resources </li></ul><ul><li>“ A management environment that is created for the purpose of delivering one or more business products according to a specified Business Case.” </li></ul>PRINCE 2
PRINCE 2 <ul><li>PRojects IN Controlled Environments </li></ul><ul><li>The business case is king </li></ul><ul><li>A series of components, processes and techniques – decision points </li></ul><ul><li>Active involvement of stakeholders: communication </li></ul><ul><li>Distinguishes project management from product development </li></ul><ul><li>Controlled resource deployment and risk management </li></ul><ul><li>Formally recognised responsibilities </li></ul><ul><li>Planning leads to management by exception </li></ul>
Colin Powell’s 13 rules of life Rule #1: It ain't bad as you think. It will look better in the morning. Rule #2: Get mad, then get over it. Rule #3: Avoid your ego so close to your position that when your position falls, your ego goes with it. Rule #4: It can be done. Rule #5: Be careful whom you choose. Rule #6: Don't let adverse facts stand in the way of a good decision. Rule #7: You can't make someone else's decisions. You shouldn't let someone else make yours. Rule #8: Check small things. Rule #9: Share credit. Rule #10: Remain calm. Be Kind. Rule #11: Have a vision. Be demanding. Rule #12: Don't take counsel of your fears or naysayers. Rule #13: Perpetual optimism is a force multiplier.
"Programme Management may be defined as the co-ordinated organisation, direction and implementation of a portfolio of projects and activities that together achieve outcomes and realise benefits that are of strategic importance." - from Managing Successful Programmes http://www.msp-officialsite.com/home/Home.asp http://www.apmgroup.co.uk/MSP/MSPHome.asp