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PA Consulting: VPL – et nyt værktøj til visuel programledelse


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Projektværktøjsdagen 2013 - Peter Weihe Wolfsberg, Managing Consultant, PA Consulting group.

PA Consulting Group har udviklet et nyt koncept for programledelse, som kaldes Visual Program Leadership. Konceptet ændrer radikalt vores måde at kommunikere og giver et langt bedre beslutningsgrundlag. Vores koncept er baseret på et programstyringssoftware fra Marstrand Innovation, kaldet Marstrand Planning Intelligence (MPI). Softwaret understøtter bl.a. produktbaseret planlægning. Det er et krav i Visual Program Leadership, at risici og problemer relateres direkte til leverancer eller produkter, dette krav understøttes af MPI. MPI er et meget effektivt værktøj i både planlægnings- og eksekveringsfaserne.

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PA Consulting: VPL – et nyt værktøj til visuel programledelse

  1. 1. VISUAL PROGRAM LEADERSHIP WHAT IS NEW? The rationale behind VPL Peter Weihe Wolfsberg November 2013 © PA Knowledge Limited 2013 1
  2. 2. About PA We bring you the right team – unconstrained by conventional thinking we deliver exceptional results with lasting impact We are an employee-owned firm of over 2,500 people specialising in management consulting, technology and innovation. 24 8 © PA Knowledge Limited 2013 PRINCIPAL OFFICES North America Europe Nordics Gulf Asia Pacific INDUSTRY SECTORS Energy Financial services Life sciences and healthcare Government and public services 2 Defence and security Telecommunications Manufacturing Transport and logistics
  3. 3. What thinking lies behind the concept of Visual Program Leadership? PA has taken the thoughts, trends and concepts from a number of acknowledged authorities like Gartner Group, Linda Gratton, Cabinet Office (PRINCE2) and others. We have combined this with our own extensive experience. VPL Based on this we have created the unique concept of Visual Program Leadership – VPL © PA Knowledge Limited 2013 3
  4. 4. Complex collaboration Lynda Gratton is the Professor of Management Practice at London Business School and the founder of the Hot Spots Movement Situation: Complication Linda Gratton in Harward Business Review: • Although teams that are large, virtual, diverse, and composed of highly educated specialists are increasingly crucial with challenging projects, those same four characteristics make it hard for teams to get anything done. To put it another way, the qualities required for success are the same qualities that undermine success. Members of complex teams are less likely—absent other influences—to share knowledge freely, to learn from one another, to shift workloads flexibly to break up unexpected bottlenecks, to help one another complete jobs and meet deadlines, and to share resources—in other words, to collaborate  When tackling a major initiative like an acquisition or an overhaul of IT systems, companies rely on large, diverse teams of highly educated specialists to get the job done. These teams often are convened quickly to meet an urgent need and work together virtually, collaborating online and sometimes over long distances. © PA Knowledge Limited 2013 4
  5. 5. Technological availability The technology to support Global, Complex Collation by electronic means, and VPL can therefore become a reality not just as a concept , but also as a true implementation • Large size (70”) touch screens have become affordable • Video conferencing and screen sharing (LYNC and Scopia) software has become stable and easy to use as well as low cost • High speed internet links combined with 3G / 4G mobile technology makes most places in the world accessible in real time • Software to support product based planning and integration with traditional PERT and GANNT planning has emerged The technological foundation to implement live VPL is now real and available Nowadays, as a smart device is in everyone’s pocket, the use of digital planning boards will most likely take off just like the word processor did in the late eighties, thanks to the proliferation of affordable and easy-to-use smartphones, tablets and large TV screens. The digital planning board–the digital kanban board– simply has fantastic potential when it comes to helping people visualise, plan and coordinate their work in an easy and playful way. Use it! © Projectplace 2013 © PA Knowledge Limited 2013 5
  6. 6. Visualization and Gamification Overall observations • In relationship to management of people a key trend is gamification – which fits nicely with “visualisation” Gamification is on the rise Talking points/key questions: • Gamification in your project/programme/portfolio management The change Imperative: Integrate the Engagement Workstream Continuous Engagement is Necessary to Deliver Business Outcomes • Gamification is the use of game mechanics in non-entertainment environments to motivate a change in participant behaviour Why it Works: Gamification Changes Brain Chemistry 1. Progress bars – advancing to a goal 2. Multiple long-term and short term aims – many ways to achieve 3. Rewards for effort – Reinforces completeness 4. Feedback – directly links consequences to actions 5. An element of uncertainty – the brain likes novelty and puzzles 6. “Flow” – better memory, builds confidence, willing to take risks 7. Collaboration © PA Knowledge Limited 2013 6
  7. 7. Begin with the end in mind Covey 1989 © PA Knowledge Limited 2013 7
  8. 8. Product focus Benefits of Product Based Planning – from Cabinet Office UK • Product Focus enhances the dialogue between the program and the stakeholders • Focuses on the final product and thereby ensures that all breakdowns and activities add value and contribute to that final product • Products are definable, measurable and focused • Product are easily visualized • Products can be tangible (e.g. valve) or intangible (e.g. changed culture) © PA Knowledge Limited 2013 8 One of the main benefits of Product Based Plan is that it turns the focus to deliverables. Experienced PRINCE2 people start developing a Business Case and then move to defining what has to be delivered. Non-PRINCE2 people start drawing up a list of tasks. How can you develop a plan without clearly understanding what you have to deliver? Product Based Planning brings about this discipline. The other major advantage is in measuring progress. As a project manager, I'm not really concerned about what you are doing. I really care about what you are delivering. The true measure of progress is the successful creation of products that have passed review against the quality criteria defined in their Product Descriptions. PBP is an effective tool for this. Peter Foster – experienced PRINCE2 PM
  9. 9. Lean and Agile A lot of the thinking and principles in Lean and Agile development methodologies have proven to facilitate and promote efficient communication and decision making: • Stand-up meetings – The SCRUM meeting • Visual aids – The KANBAN board – The BURN-DOWN chart • Short term focus – The iterative approach in agile methods • Focus on the customer / what is to be delivered – No process for the processes own sake © PA Knowledge Limited 2013 9
  10. 10. Risk and issue handling PA has found, based on PA’s thousands of man-hours in practising program management, that next to stakeholder management, the most important key to successful program leadership is: • Proactive RISK and ISSUE handling – Most of the time and energy in program meetings, whether it is status meetings or steering board meetings should be focused on pro-active risk and issue resolution • Risks and issues are difficult concepts to grasp – They are often handled on separate lists without specific relation to the project or program plan or any of the products delivered • Risks and issues need to be associated directly with the products in the program – By having this association, it is easier to grasp the direct impact of the risks and issue, and any required mitigating actions becomes more apparent © PA Knowledge Limited 2013 10
  11. 11. Visual Program Leadership – benefits Visual Program Leadership is improved leadership through product focused and proactive risk and issue handling in a collaborative approach embracing the newest trends in visualization and gamification as well as well proven principles from implemented on an affordable and efficient lean and agile it-platform with global reach Enabling True control This is when decision making in the program leadership is based on: • • • • © PA Knowledge Limited 2013 Common and up-to-date information and plans A collaborative process Common understanding of the consequences Clear ownership of actions 11
  12. 12. Come and visit us PA bring well proven PM components into a new and unique concept, VPL, now also implemented in and supported by MPI from Marstrand Innovation At PA Consulting Groups booth or at 15:35 in room 203 • 630 MWatt offshore installation • 175 3.6 Mwatt Wind mills • Delivering power for 750.000 homes • Project span UK, D, DK, B and N • Multi National project teams Come and see how VPL and MPI meets this challenge! Full story at: © PA Knowledge Limited 2013 12
  13. 13. The End © PA Knowledge Limited 2013 13
  14. 14. Come and visit us PA bring well proven PM components into a new and unique concept, VPL, now also implemented in and supported by MPI from Marstrand Innovation © PA Knowledge Limited 2013 14
  15. 15. Improve your program leadership through: VPL © PA Knowledge Limited 2013 15
  16. 16. Ghost (signpost) – current chapter title... Leaders think and talk about the solutions. Followers think and talk about the problems Brian Tracy, Motivational speaker and author, Brian Tracy International © PA Knowledge Limited 2013 16