Service-Oriented Project Management (SOPM)

Service-Oriented Project Management (SOPM) Jerry Manas, PMP [email_address]

Despite standards, certifications, methodologies, and EPM systems, 75% of projects still fail . Are we delivering value?

“ Strive not to be a success, but rather to be of value.” - Albert Einstein

SOPM: A professional services approach to project management. A mindset toward value.

Traditional PM vs. SOPM

On Time

On Budget

Meets Requirements

Client Satisfaction

Employee Satisfaction

Outcomes

Alignment

Traditional PM Drivers SOPM Drivers Inward Focus Outward Focus

Japanese Outward View

Honda: Sangen Shugi ( Three Actuals: actual place, actual parts, actual client )

Toyota: Genchi Genbutsu (“Go and see for yourself.”)

Starts with requirements

Assumes goals are correct

Focuses on execution to a stated plan

Aims to meet expectations

Starts with symptoms. ideas, and research

Validates goals and alignment

Focuses on client satisfaction and value

Aims to exceed expectations

Traditional PM SOPM Implementation-Driven Service-Driven

SOPM Leadership Roles: The Path to Value

Client Solutions Expert : Care

Project Manager : Facilitation

Business Analyst : Expertise

Project Specialist : Administration

Can one person do all this? Should they?

The SOPM Framework: Practical Simplicity

SOPM: Understand

Understand:

The client

The organization

The situation/problem/opportunity

The “whole system”

Prioritized goals, wants, and needs

The “benefit of the benefit * ”

External factors/market

SWOT

The players involved (language, culture, who stands to lose or gain)

* Ref: Made to Stick , by Chip and Dan Heath

SOPM: Understand

Understand:

The resources available

The subject matter

Constraints (time, cost, features)

Risks

The leadership style required

Past successes and failures (internal, external)

Use Cases (Experience Mapping)

Future Needs and Implications

Why are you saying that?

Can you give me an example?

What causes that?

How do you know?

Then what would happen?

What else might that affect?

Is that really the right question?

How else might we accomplish that?

Socrates 469-399 B.C.E . Lead by Questioning

S=Causes change in same direction as the causing variable O=Causes change in opposite direction from the causing variable Understand the Whole System: Causal Loop Diagram

The Whole System: Causal Loop Diagram

SOPM: Prepare

Prepare:

The client (expectations)

Stakeholders (expectations/alignment)

The right team (roles, people)

Guiding and operating principles

Infrastructure and tools

The strategic model

Strategic Model Where? (end state) Why? What? How? (approach) How? (elaborated) Who? What? (specific) Problem/Need? Values/Synergy Expectations Client Vision Mission Goals Strategy Tactics Roles Objectives Relationships Client

SOPM: Prepare

Prepare:

Requirements

The project approach and plan

Task dependencies

Cross-project dependencies

Milestones List

The budget

Training (situational, subject matter, tools, protocols)

SOPM: Prepare

Prioritized Service Quality Standards

e.g. Walt Disney Resorts:

Safety

Courtesy

Show

Efficiency

* Ref: The Disney Institute: The Disney Keys to Excellence

Service Integration Matrix * Based on the integration model used at Disney Efficiency Show Courtesy Safety Process Elements Conducive Setting Team Behaviors

What might YOUR prioritized Service Quality Standards Look Like?

SOPM: Iterate

Strive for prototypes and pilots where possible

Deliver in increments

Manage changes to expected outcomes

SOPM: Iterate

Incremental delivery results in:

Earlier benefits

Quick wins = less resistance

Fact-based discoveries

Ability to course-correct

Less risk if early termination

Maintaining momentum/attention

Better focus and scope control

Paced spending (timed with value)

SOPM: Transform

Transform (wellness versus “the cure”):

Who: The client, the organization, stakeholders

What:

Capabilities – to maximize benefits

Next Steps – path to growth

Support system

SOPM: Transform

Transform:

Who: The project team

What:

Lessons-learned – future capabilities

Recognition – future performance

Development plan – build on talents

Redefining Success

Stakeholder Satisfaction

Employee Satisfaction

Outcomes

Cultural Alignment (practices, principles, beliefs, needs)

Vision Alignment (current vision vs. strengths, core values, intended objectives, stakeholder needs)*

* Ref: The Disney Way , by Bill Capodagli and Lynn Jackson

A Holistic View of Value

Qualitative and Quantitative

Total Value of Ownership

Includes value to employees, clients, users, end customers

Direct and indirect value

A Holistic View of Value

SOPM Value chain:

Internal service mentality & learning culture

Employee engagement and satisfaction

Employee productivity and performance

Internal client engagement and satisfaction

Improved product quality

Superior external service

External customer satisfaction

External customer retention

Revenue growth and profit

The Long-Term View “ Profit is the applause you get for taking care of your customers and creating a motivating environment for your people.” - Ken Blanchard, Leading at a Higher Level

SOPM: Making Project Management Part of a Service Culture

“ Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.” - Peter Drucker “ The goal as a company is to have customer service that is not just the best, but legendary .” - Sam Walton

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