This presentation reflects my concern with the misuse and misunderstanding of the concepts around Program Managemen, Project Offices and Portfolio Management. We need to look out for these Zombies and eradicate them!
After talking to some after last year….’were you talking about me’…..I decided to add this caveat only last night….after chatting with melvaActually, I realised that project management zombies are only half of the problem….the more dangerous ones will be discussed today
It’s great to see the PMI and OGC providing thought leadership in this space and provide direction and guidance on programme management. How many PMPs in the room? Right, how many PgMPs in the room? Any MSP Practitioners?
The diagram displays how theProgramme wrappers; Benefits Management, Change Management, Resource Management and Dependency Management overlays with theProgramme lifecycle.
Portfolio TriangleStrategySetting of strategic goalsDefine strategic drivers from strategic goals at an enterprise and divisional levelPortfolio OptimisationPortfolio Management determines what projects to undertake that best support the organisation’s strategyPortfolio Management is led by the business and determines what projects to undertake to fit with the organisations strategyIdentify, assess and prioritise all projects and portfolios against the strategic drivers and within budget, resource and capability constraints.Programme ManagementProgramme Management is sponsored by the business managing related projects and non-project work to achieve programme objectives Programme Management includesBenefits managementChange managementInterdependency managementMacro (project level)Micro (task/milestone level)Project DeliveryProject Management is the Project Managers managing projects to time, cost, quality, scopeFour CornerstonesOrganisationPMO/PgMO/EPO CharterPMO/PgMO/EPO MandateCommunication StrategyPeople/CapabilityComplete set of Competencies & Position DescriptionsProject/Programme/Portfolio Training CoursesComplete suite of themed workshops related to project/programme managementProcess/MethodologyProject/Programme/Portfolio Methodologies (Project methodology may have different classifications)Quick Reference GuideFramework documentationComprehensive guidance documentationToolsEntire suite of templates for projects and programmesProject Classification ToolProject tool such as MS Project Server 2010 solution, MS Excel, MS ProjectEPO/PMO/POShows the three levels of administration offices organisations can have, only one administration office would be requiredEnterprise Portfolio Office would manage the ‘what projects to undertake that best support the organisation’s strategy’ and would manage and provide support/guidance to all programmes and projectsProgramme Management Office would manage and provide support/guidance to all programmes and projectsProject Office would manage and provide support/guidance to all projects
Leading:Focus on choosing the Right ProjectsHigh Visibility to Leadership Team & High Visibility and support to the rest of the organisationCoach and LeadSupport PrioritisationPolicingFocusing on enforcing standardsHigh Visibility to Leadership Team, Low Visibility or support to rest of organisationPolicy focussed, less emphasis on practical directions and leadershipMonitoringLow Value to Exec Team. Provides progress on how projects are goingFocussed on timings, cost, quality and scopeTactical in natureSupportingLow or non-existent support from Exec teamStrong personality drivenEnterprise reach desiredInterestingly the targets for closure have been the first column, having support and buy in is key but value is an even greater protection. The value comes from engagement in the organisation and the reach that that brings.
HANDOUT – Project TypesWe identify projects using a categorisation model of 4 different project types. These project types assist in identifying the correct project methodology and correct project manager role to deliver the project.The four project types are:Quest, Fog, Painting by numbers (Paint by number), MovieEach project type relates to how well processes are developed and what delivery tools are available.Paint By NumbersObjectives and methods are clear. Destination is known and there is high confidence in meeting destination. The normal project lifecycle, management products and practices should be applied, and scaled to the size of the project.Example projects: construction and engineering; projects similar to past projects; IT package and hardware installations.[Making a] MovieWell understood processes, and well developed delivery tools. Outcome is either difficult to measure or has a significant and uncontrollable external influence on whether it is considered successful. Project team needs to strongly consider a preliminary project or project stage to help clarify requirements before proceeding with the main project. Example projects: film production; prototype development; major reorganisation projects; policy projects.QuestHave clear objectives though the way to achieve the objective may not be known. Processes are not well understood, and tools may, or may not, be well developed. These projects require considerable research in the project initiation stages, so a picture can be built up of a means and approach required to achieve the final outcome. Often a prototype project needs to be done first, with the aim of developing the delivery approach for the main project.Example projects: business change; new product development (early stage R&D).FogNeither methods nor objectives are clear. Proceed with caution one step at a time. Step into the Fog, knowing that the road ahead will become clearer. Break the project down into many small work packages or phases. Focus on the next result and carefully move towards it.Example projects: pure research; emergent projects (those that follow significant policy development)
CBC have developed six classifications for delivering projects. (Four standard classification and two guidance classifications)These classifications are designed to provide the appropriate level of project management to the project dependent on a number of variables including: size, risk, type visibility, and budget. The standard classifications are:PRINCE2 DistilledPRINCE2 LitePRINCE2 MiniPRINCE2 AssignmentGuidance classifications are:PRINCE2 Fast PRINCE2 Must NB: guidance process to be used in conjunction with the other four classifications)
Organisational Requirement & Support firstThen peopleThen processThen the toolsetUse risk management as an example
Don’t wait. You are an advocate. Don’t be shy about this. ‘We’re not ready for portfolio management’ – wow. We’re not ready to achieve our objectives and ensure a return on inviestment either to our shareholders or to the broader stakeholders with SOEs, Crown Entities and Government Agencies. Really?
Do they breed where you work? Have you created a Zombie friendly zone at your place of work? If you report into a Zombie, is there a way you can escalate to a non-zombie?The most important weapon is to have a capability framework that identifies them early and eliminates them early, recruit properly,
20130911 The Zombies of Program, Project Office and Portfolio Management
The Zombies of Programme &
‘How lazy habits and bad attitudes in Programme and Portfolio
Management continue to manifest themselves’
Director, Head of PPM
PMINZ National Conference 2013
The Rendezvous Hotel, Auckland
11th September 2013
www.nonsuch.co Nonsuch Consulting