Changing the Project Wasteland with a portfolio culture that works - Adrian Pyne

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  • Default: Organisations are hostile environments to programmes and projects

    You can adapt to the landscape to thrive

    Or the organisation can change its game
  • It’s a big wide world out there……what’s in your landscape?
  • Training: Old joke:

    Lady lost in New York, asks a policeman: “excuse me how do I get to Carnegie Hall?”

    Policeman: “Lady you gotta practice!”

    Mistake story: Colin Powell and young intern – “you’re allowed one oh hell”

    I love communities of practice
    Sharing
    supporting each other
    Lunch and learn
    External speakers


    Also
    Knowledge library, good for IT with re-useable stuff
    Peer reviews

    Even project Audits can be supportive rather than as part of a blame culture



    Sit down if:

    [1] You have had mentoring or coaching

    [2] You have consulted a lessons library or asked advice of someone who has been on a similar project

    [3] You are or have been part of a community of practice

    [4] Been on a PM training course

    If there are still lots of people standing……oh dear

    But this could still be scatter gun
  • There are quite a number of ways to categorise CEOs. For this purpose I like this model as it show how these TYPES can be sold to……or LED to the outcome you are seeking.

Transcript

  • 1. CHANGING THE PROJECT WASTELAND WITH A PORTFOLIO CULTURE THAT WORKS Adrian Pyne EVA19 19th May 2014 1
  • 2. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 2 ABOUT ADRIAN • Organisation culture development • Coaching and mentoring • Collaboration • Professional Services build and management • Business Transformation programme delivery and rescue • Portfolio, programme and project management capability development • Enterprise PMO design/build/operate • Intelligent Client model development • Member of APM approx. 20 years • APM Audit Committee • Frequent speaker , conference chair and blogger • Cabinet Office White Paper • OGC: MSP, P3M3 & Portfolio Mngt review panels • APM – Intro to Programme Mngt & Portfolio Mngt • The Gower Handbook of Programme Management • APM Registered Project Professional and Assessor
  • 3. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 3 WORKSHOP CONTENT  Life is absurd  The Wasteland described  Sins of Omission and Commission  Creating a project friendly organisation culture
  • 4. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 4 LIFE IS ABSURD
  • 5. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 5 ABSURDIST HUMOUR I asked for no onions in my burger Consider it a lesson in the unpredictable nature of life
  • 6. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 6 THE WASTELAND DESCRIBED Project
  • 7. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 7 PROJECTS DON’T FIT 70%?
  • 8. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 8 PAINTING THE LANDSCAPE AROUND PROJECTS AND PROGRAMMES Default position
  • 9. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 9 Nick Leeson – who cared? When things go wrong Libor scandal – who checked? Fire centre control programme – who did it right? King Darius III and the Gulf of Mexico oil spill When things go right 1 F1 Tyre change teams 2 Emergency services reaction to the Kent fog pile up Sep 2013 3 Shell worldwide safety culture4 Sky cycling team win Tour de France (twice) 1 2 3 4 WHY WE MANAGE PROJECTS
  • 10. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 10 PAINTING THE LANDSCAPE AROUND PROJECTS AND PROGRAMMES Project Resource owners Customers Governance Those impacted Grand Viziers Sultans Resources Media Regulatory Noise makers Suppliers Competitors Other (competing?) projects EPMO
  • 11. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 11 Vision Strategy Technology Process Policies ValuesOrganisation Rules Behaviours Symbols Relationships Perceptions Beliefs Assumptions Unwritten rules Common practice ORGANISATION CULTURE
  • 12. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 12 SINS OF OMISSION & COMMISSION  Sins of Omission  Sins of Commission
  • 13. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 13 SINS OF OMISSION  Sponsors and Harry Potter  PMOs last about 18 months  Lack of executive project understanding  Lack of Leadership  Value of capability not recognised  No common view of Success
  • 14. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 14 WHAT IS SUCCESS…..WHAT IS FAILURE? 70% of projects fail!
  • 15. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 15  Benefits measurably delivered  Pleased with outcomes  Pleased with how the project went  Please with how those involved worked WHAT IS SUCCESS…..WHAT IS FAILURE?
  • 16. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 16 SINS OF COMMISION  Powerful opposition  PMOs last about 18 months  P3 capability rarely beyond Level 3  P3 Capability not sustained  Flawed capability improvement approach  P3 value not fought for
  • 17. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 17 CREATING A PROJECT FRIENDLY CULTURE Components Project Min L4 Capability Project culture Integrated with Corp. Gov P3 Career Path Part of BAU Part of Strategy Portfolio management Programme management Project management Regular Board visibility Project selectionTools Integrated with Finance EPMO Dashboards Integrated with Functions Integrated with Change Mngt.
  • 18. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 18 IMPROVING CAPABILITY Experience Mentoring Mistakes Community of practice Lesson library Training & remote learning
  • 19. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 19 CREATING A PROJECT FRIENDLY CULTURE eVa19 Selling to the CEO  Understand their character – 5 types  Identify their trigger points  Identity who influences them – sell to them first – they have conversations with CEOs, not present  Content is important – approach more so  Identify what style of approach will work
  • 20. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 20 5 BEHAVIOURAL TYPES OF EXECUTIVE Behaviour Characteristics Approach Charismatic s • Initially exuberant • Decide based on balanced information • Use excitement • Present balanced case • Seek Grand Viziers to support Controllers • focus on the pure facts and analytics • Averse to risk • Evidenced based case • Play to their concerns • Show risk avoidance Thinkers • Likely to express contradictory points of view • Cautiously works through all options • Calm and considered • Present balanced case • Show that options are tested Skeptics • suspicious of data not fitting their worldview • decisions based on their gut feelings • Identify their worldview • Play to worldview • Push emotional buttons Followers • Trust their own experience • Listens to trusted executives • Identify relevant experience • Leveraging Grand Viziers critical
  • 21. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 21 Vision Strategy Technology Process Policies ValuesOrganisation Rules Behaviours Symbols Relationships Perceptions Beliefs Assumptions Unwritten rules Common practice WHAT ORGANISATION CULTURE?
  • 22. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 22 ORGANISATION CULTURE MATURITY MODEL Sustained • Sustainable organisation culture • Organic development continuously aligned to Strategy and Business plans Consistent • Strategy driven organisation culture (and sub-cultures) achieved • Consistent behaviours matching the strategic organisation culture everywhere • Organisation culture supports/part of organisation brand(s) 2 Embedded • Organisation culture (and sub-cultures) linked to Business Strategy • Culture change/evolution Roadmap to match Strategy being implemented • All parts of the organisation are seeing behaviours driven by the Strategic culture Disjointed • Mission and Vision are well communicated in the organisation • Behaviours match the Mission and Vision but not consistently • There is a culture “map” of the organisation • Culture change initiatives Disconnected • Mission and Vision disconnected from people in the organisation • Islands of good behaviour and practices • Multiple cultures • Conflicting views of what the cultures are 5 1 3 4
  • 23. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 23 STRUCTURED CAPABILITY DEVELOPMENT Roadmap Process Technology People Tasks Tasks Tasks Tasks Tasks Tasks Tasks Tasks Tasks Tasks Tasks Tasks Q2 2014 Q3 2014 Q4 2014 Q1 2015 http://www.apm.org.uk/blog/banishing-hyenas-building-programme-friendly-organisation-culture
  • 24. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 24 1. Increase urgency KOTTER’S 8 STEP CHANGE MODEL 2. Build guiding teams 3. Get the vision right 4. Communication for buy-in 5. Enable action 6. Create short-term wins 7. Don’t let up 8.Make it stick Create a Climate for change Engaging and enabling the organisation Implementing and sustaining change Adrian: Open Minds, Make the Change, Embed the Change
  • 25. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 25 WORKSHOP CONTENT  Life is absurd  The Wasteland described  Sins of Omission and Commission  Creating a project friendly organisation culture
  • 26. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 26 WORKSHOP CONTENT A.pyne@btconnect.com Thank you, good luck …..and HAVE FUN!