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Effective Executive Status Reporting Webinar By KW3 Consulting

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PROGRAM SUMMARY
We have all been there and experienced it – trying to figure out the best way to communicate status to senior leadership. Complex initiatives are challenging enough as it is. Getting the right information and data points at the right level is critical so key decisions can be made to keep the initiative moving. Achieving the right level of communication can be a challenge. If not achieved, senior leadership alignment and support will be at risk. Join your fellow colleagues to discover:
• The different levels of status reporting
• Understand what executives really care about
• Effective communication techniques with executives
• Tips for effective executive status reporting

Published in: Leadership & Management
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Effective Executive Status Reporting Webinar By KW3 Consulting

  1. 1. www.kw3consulting.com Effective Executive Status Reporting Webinar November 13, 2014 Kirk Williams
  2. 2. • Complex initiatives are CHALLENGING • Many moving parts, multiple teams, stressful • Senior Leaders want SIMPLE and CLEAR status and know when and where TO TAKE ACTION • The Challenge – executive status is convoluted and not easily understandable. • Today, we will talk about 4 strategies to help you be more effective at Executive Status Reporting 2 The Challenge
  3. 3. Logistics For Today’s Call • The call is being recorded • Copies of slides will be made available at the conclusion of the call • We will have two poll questions so be ready to answer • Please enter your questions in the chat box at any time • Tweet your comments during the call - #statusreporting 3
  4. 4. Kirk Williams • Founder & CEO - KW3 Consulting • Management Consultant for 18 years • Worked for Accenture Consulting for 13 years • Started KW3 Consulting 5 years ago • Managed multi-million dollar business and technology transformation initiatives • Consulted with small, large and Fortune 500 companies. Some include Wells Fargo, Cisco, JPMorgan Chase, Callaway Golf 4
  5. 5. Today’s Discussion Types of Status Reporting Executive Status Reporting Strategies Case Study Key Takeaways & Wrap-Up 5
  6. 6. Poll #1 What challenges do you experience today with Executive Status Reporting? 6
  7. 7. Types of Status Reporting 7 Executive Status Reporting Program-Level Status Reporting Project Team Status Reporting Individual Team Member Contributions and Status • Multiple Layers of Status Reporting are typical • Deciphering through the data can be challenging Executive Status Reporting is a high level visual representation of the project/program status and highlights risk areas that may require action
  8. 8. What Executives Care About? 8 • True and Accurate status • Keeping It Simple - Less about details, more key points • No Surprises (minimize the surprise escalations) • Knowing exactly what decisions they have to make • Sense of comfort that the Project/Program Manager has this initiative under control – “MANAGING UPWARDS”
  9. 9. Executive Status Reporting 9 What makes Executive Status Reporting is not just the tools. It about tools, people and process.
  10. 10. Executive Status Reporting Strategies 10 Know Your Audience Keep Leadership Engaged Develop Executive Dashboard Manage Project Escalations
  11. 11. #1 - Know Your Audience 11 Dominance – direct, strong-willed and forceful Influence – sociable, talkative and lively Steadiness – gentle, accommodating and soft-hearted Conscientiousness – private, analytical and logical
  12. 12. 12 #1 - Know Your Audience Senior Leadership / C-Suite tends be a High “Dominance” • Demanding • Driving • Ambitious • Want the end result What They Expect: • Crisp Communication • Straight to the point • Options and Alternatives • Thoughtful
  13. 13. #2 - Keep Leadership Engaged 13 • Leadership wants to be kept in the loop • Need to understand how Leadership wants status and what they care about • Senior Leadership needs to feel comfortable Strategies • Stakeholder Commitment Discussions and Analysis • Steering Committee Structure • Ad-Hoc Status, as needed
  14. 14. 14 AWARENESS UNDERSTANDING ACCEPTANCE COMMITMENT / OWNERSHIP LACK OF AWARENESS CONFUSION DISSENT OR PASSIVE RESISTANCE OPPOSITION AND FAILURE A B D C E F G H =Unknown Note: Size of circle indicates current relative level of involvement/influence. #2 - Keep Leadership Engaged Stakeholder Commitment Curve
  15. 15. 15 #2 - Keep Leadership Engaged Name Background Actions Required Stakeholder 1 Understands and is committed to the need for change; thinks biggest gap is not with “processes and tools” but with “orchestration” Would be ideal to put in an “orchestration” role (e.g., Release Manager) In order to maintain commitment through organizational changes Stakeholder 2 Believe that he is approaching buy-in level; will probably not publicly/actively champion Estimating Model because it is associated w/ACN Stakeholder 3 Currently neutral; indicates perception of value with Estimating approach Needs information/details to sustain commitment; will continue to provide detailed information around approach and use Stakeholder 4 Very skeptical about value of Estimating Model; resistant to new approach. Issue enhanced by Accenture “slow start” with his team. Must continue to prove value of approach from “bottom up” perspective. May require “top down” messages to clear the path for progress. Stakeholder 5 May perceive Estimating work as a threat because will provide greater transparency into the work May require messaging through Greteman and/or Miller to maintain progress along curve. Stakeholder 6 Less exposure to Estimating work currently Continue on current path; progress on curve anticipated as more exposure to Estimating approach Stakeholder 7 Less exposure to Estimating work currently Continue on current path; progress on curve anticipated as more exposure to Estimating approach Stakeholder 8 TBD TBD A B C D E F G H Stakeholder Commitment Curve Details
  16. 16. 16 #2 - Keep Leadership Engaged Steering Committee Structure
  17. 17. #3 - Develop Executive Dashboard 17 • Begin with the end in mind - Know What Leadership Wants • Putting status in terms that Executives understand • Easily identify issues and risk areas • Be consistent
  18. 18. #3 - Develop Executive Dashboard 18 Example 1
  19. 19. #3 - Develop Executive Dashboard 19 Example 2
  20. 20. #4 – Manage Project Escalations 20
  21. 21. #4 – Manage Project Escalations 21 Trade-off Scenarios Consensus Building Consistent Status View Lead with the facts Understand others
  22. 22. Case StudyClient • One of the nation’s largest banking institutions • Premier provider of mortgage loans to consumers Challenge • Cross-line of business and technology transformation • First 2 years - $150M spent, 300+ person project, NO RESULTS • No visibility into TRUE status and problem areas Solution • Established a PMO SWAT Team to find order • Conducted 30-day plan to get a consolidated program plan in place 22
  23. 23. 23 25 of 1669 total milestones are on this exception report SIT Drop 1 1 HULA - A&D - Design Reviews N/A HULA NA Y Have not received volume and usage information from each vertical teams. Low risk risk at this point since we have infrastructure in place today Meeting scheduled for next week to discuss issue 2 HULA - A&D - Framework Updates/Implementation - Versioning N/A HULA Y Y Have not received volume and usage information from each vertical teams. Low risk risk at this point since we have infrastructure in place today Meeting scheduled for next week to discuss issue 3 HULA - UAT Testing - Framework Updates/Implementation - Publish/subscribe functionality N/A HULA Y Y Have not received volume and usage information from each vertical teams. Low risk risk at this point since we have infrastructure in place today Meeting scheduled for next week to discuss issue 4 HULA - UAT Testing - Framework Updates/Implementation - Business Activity Monitoring N/A HULA Y Y Have not received volume and usage information from each vertical teams. Low risk risk at this point since we have infrastructure in place today Meeting scheduled for next week to discuss issue 5 HULA - UAT Testing - Framework Updates/Implementation - Versioning N/A HULA Y Y Have not received volume and usage information from each vertical teams. Low risk risk at this point since we have infrastructure in place today Meeting scheduled for next week to discuss issue SIT Drop 2 1 Artifact production HU - 1.1 HULA - Y To be completed next week with implementation of new process To be completed next week with implementation of new process 2 Design Reviews HU - 2.1 HULA - Y To be completed next week with implementation of new process To be completed next week with implementation of new process 3 Framework Updates/Implementation - Versioning HU - 6.1 HULA - Y To be completed next week with implementation of new process To be completed next week with implementation of new process 4 APPRAISAL.6.0 - CPC Turned in and Approved AP - 6.1 Credit Council - Y To be completed next week with implementation of new process To be completed next week with implementation of new process 5 CREDIT.7.0 - Create Hazard and Title CP - 7.1 Credit Council - Y To be completed next week with implementation of new process To be completed next week with implementation of new process 6 SIT 2: UC Realization Product Council - PFR - Y To be completed next week with implementation of new process To be completed next week with implementation of new process Projected End # Component OwnerUnique ID Functional Component Group Status Previous Current CommentsDescription Original End SIT Drop 1 Requirements ### ## Analysis & Design ### ## Build & Unit Test ### ## SIT Testing ### ## SIT Drop 2 Requirements Analysis & Design ### ## Build & Unit Test ### ## SIT Testing Execution ### ## UAT Testing ### ## SIT Drop 3 Requirements Analysis & Design ### ## Build & Unit Test ### ## SIT Testing ### ## UAT Testing ### ## Production Readiness Implementation & Rollout ### ## Configuration ### ## Security Data ### ## CAPs/TOPs ### ## Compliance ### ## Release Management Milestones Program Workstreams Oct Nov Nov DecDec Jan Feb Mar Aug OctSept JanApr May Jun Jul Rqmnts Approvedb Functional Designs Approvedb b Proj Designs Approved b CORE IST Deploy to UATb b UAT Sign-off b Implementation Window (8/5-8/11) b Today 5/11 7/14 8/4 1/21 2/24 2/23 2/20 7/7 SIT2 Requirements Completion, 4/14 5/26 SIT3 Requirements Completion, 6/16 8/7 11/17 b Code Drop, 3/3 b 9/25 5/1 6/1 7/10 8/21 17 of 147 total milestones are on this exception report SIT Drop 1 1 N/A N/A N/A N/A N/A N/A N/A N/A N/A Effected Units of Work: N/A Timeline Impacts / Drop Dead Date: N/A N/A SIT Drop 2 1 Calculations Library partial/full (DD) DD Y To be completed next week with implementation of new process Effected Units of Work: To be completed next week with implementation of new process Timeline Impacts / Drop Dead Date: <insert comments here> To be completed next week with implementation of new process 2 Assemble Scenarios Rule Stub (DD) DD Y To be completed next week with implementation of new process Effected Units of Work: To be completed next week with implementation of new process Timeline Impacts / Drop Dead Date: <insert comments here> To be completed next week with implementation of new process 3 WKS SINGLE API Installed ELF -37.1 ELF Y To be completed next week with implementation of new process Effected Units of Work: To be completed next week with implementation of new process Timeline Impacts / Drop Dead Date: <insert comments here> To be completed next week with implementation of new process 4 Event Notification Publish- 2 - Partial (ELF) ELF - 39.1 ELF Y To be completed next week with implementation of new process Effected Units of Work: To be completed next week with implementation of new process Timeline Impacts / Drop Dead Date: <insert comments here> To be completed next week with implementation of new process 5 Event Notification Subscribe - 2 - Partial (ELF) ELF - 40.1 ELF Y To be completed next week with implementation of new process Effected Units of Work: To be completed next week with implementation of new process Timeline Impacts / Drop Dead Date: <insert comments here> To be completed next week with implementation of new process 6 Get Credit Report Data Partial (DD) DD Y To be completed next week with implementation of new process Effected Units of Work: To be completed next week with implementation of new process Timeline Impacts / Drop Dead Date: <insert comments here> To be completed next week with implementation of new process Status Previous Current Original End Impact Action Plan# Component OwnerUnique ID Description Projected End Functional Component Group Case Study - Executive Dashboard 1 2 3 High-Level Timeline Cross-Team Exception Report Individual Project Team Milestone Report
  24. 24. Poll #2 Based on what we talked about, what strategy do you think is most helpful for you in your situation? 24
  25. 25. Key Takeaways 25 Know Your Audience and Expectations Keep It Simple Keep Leadership engaged on their terms It’s About People, Process and Tools Develop Executive Level Status With the End in Mind
  26. 26. “Off The Gantt” Training Series 26 • Status Reporting is just one piece of the Advancing towards Program Management • Our “Off The Gantt” Training Series coming up in December. Full day interactive and engaging session • Followed up by 3 conference calls Friday, December 19th in Downtown Los Angeles Email INFO@KW3CONSULTING.COM FOR MORE DETAILS AND CHECK OUT OUR WEBSITE
  27. 27. Upcoming Webinars • Thursday, January 18th @ 10am PST • Thursday, February 12th @ 10am PST 27
  28. 28. Thank You • www.kw3consulting.com – updated blogs and case studies. Comment on our blog • Follow us on LinkedIn - https://www.linkedin.com/company/kw3-consulting-llc • Follow us on Twitter - https://twitter.com/KW3Consulting • Please fill out the survey and give your feedback 28

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