Program Management           Complexity─ A           Competency Model           February 2012J. LeRoy Ward, PMP, PgMP  Exe...
Boeing 787 DreamlinerBoeing 787                        2
Boeing 787 DreamlinerBoeing 787                        3
Boeing 787 DreamlinerBoeing 787                        Very complex aircraft                        Accelerated delivery s...
Boeing 787 DreamlinerBoeing 787                        Complex, global supply chain                        No prior experi...
Boeing 787 DreamlinerBoeing 787                        Dude, don’t blame me!                         The frappas never    ...
Boeing 787 DreamlinerBoeing 787                   Plane delayed by 2+ years                   More than $6 billion in lost...
Captain Bill, were                        Yes, even our all these parts made    parachutes!!by the lowest bidder?   Where ...
Here’s what we’ll coverWhat is complexity?The Levin-Ward CompetencyModelAssessing ProgramManagement Competencyusing the Le...
What is complexity?
Complexity is “natural”                          11
…and, “man-made”                   12
A system is complex in the sense that agreat many independent agents areinteracting with each other in a great manyways.  ...
It has a lot of moving parts                               14
Key concepts in “complexity”                       Tunisian street vendor Mohammed Bouazizi                               ...
Key concepts in “complexity”─ Nonlinear dynamics                       Tunisian street vendor Mohammed Bouazizi           ...
Key concepts in “complexity”─ Nonlinear dynamics                       Edward Lorenz & The “Butterfly Effect”             ...
Key concepts in “complexity”─ Nonlinear dynamics─ Self-organization                               18
Key concepts in “complexity”─ Nonlinear dynamics─ Self-organization                               19
The Levin-WardCompetency Model
Basic StructurePurpose of the model                       21
Basic StructurePurpose of the modelIdentifying the specific competencies 6 Performance Competencies 8 Personal Competenc...
Basic StructurePurpose of the modelIdentifying the specific competencies 6 Performance Competencies 8 Personal Competenc...
Basic StructurePurpose of the modelIdentifying the specific competencies 6 Performance Competencies 8 Personal Competenc...
Performance Competencies1. Defining                           25
Performance Competencies1. Defining2. Initiating                           26
Performance Competencies1. Defining2. Initiating3. Planning                           27
Performance Competencies1. Defining2. Initiating3. Planning4. Executing                           28
Performance Competencies1. Defining2. Initiating3. Planning4. Executing5. Monitoring & Controlling                        ...
Performance Competencies1. Defining2. Initiating3. Planning4. Executing5. Monitoring & Controlling6. Closing              ...
Performance Competencies - anexample from “Planning the Program”       ELEMENT 3.2 A BENEFITS REALIZATION PLAN IS PREPARED...
Performance Competencies - anexample from “Planning the Program”       ELEMENT 3.2 A BENEFITS REALIZATION PLAN IS PREPARED...
Personal Competencies1. Leading                        33
Personal Competencies1. Leading2. Building Relationships                            34
Personal Competencies1. Leading2. Building Relationships3. Negotiating                            35
Personal Competencies1. Leading2. Building Relationships3. Negotiating4. Thinking Critically                            36
Personal Competencies1. Leading2. Building Relationships3. Negotiating4. Thinking Critically5. Facilitating               ...
Personal Competencies1. Leading2. Building Relationships3. Negotiating4. Thinking Critically5. Facilitating6. Mentoring   ...
Personal Competencies1. Leading2. Building Relationships3. Negotiating4. Thinking Critically5. Facilitating6. Mentoring7. ...
Personal Competencies1. Leading2. Building Relationships3. Negotiating4. Thinking Critically5. Facilitating6. Mentoring7. ...
Personal Competencies-an examplefrom “Mentoring?         ELEMENT 7.4 RECOGNIZES AND REWARDS INDIVIDUAL                   A...
Personal Competencies-an examplefrom “Mentoring?         ELEMENT 7.4 RECOGNIZES AND REWARDS INDIVIDUAL                   A...
Assessing Program   ManagementCompetency using  the Levin-Ward       Model
Organizational Assessment                            44
Program Manager Assessment                             45
Prospective Program Manager                 Assessment                         46
Implementing theModel-A Five Step  Action Plan
Task 1 ─ Define User Requirements     Define the “respondent” population     Create e-mail distribution lists     Defin...
Task 2 ─ Customize Survey Content     Methodology use     Applying key best practices     Adherence to stated practices...
Task 3 ─ Develop Online Survey   Develop the survey   Send link to org’s contacts for review   Refine survey questions ...
Task 4 ─ Deploy Survey   Send email survey invitation   Specific time period noted   Include contact name and email for...
Task 5 ─ Data Analysis & Assessment     Analyze data     Write draft report & distribute     Review comments/write fina...
Stop themadness!           53
What was “wanted”What was “wanted”  Copyright ESI March  2010 | Confidential -
What was “needed”What was “needed”  Copyright ESI March  2010 | Confidential -
What was “specified”What was “specified”  Copyright ESI March  2010 | Confidential -
What was “delivered”
Wantmoreinformation?               58
Thanks for listening!      …let’s continue the conversation™J. LeRoy Ward, PMP, PgMP  Exec VP-ESI International     lward@...
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Le roy ward

  1. 1. Program Management Complexity─ A Competency Model February 2012J. LeRoy Ward, PMP, PgMP Exec VP-ESI International lward@esi-intl.com Blog: www.wardwired.comwww.linkedin.com/in/leroyward
  2. 2. Boeing 787 DreamlinerBoeing 787 2
  3. 3. Boeing 787 DreamlinerBoeing 787 3
  4. 4. Boeing 787 DreamlinerBoeing 787 Very complex aircraft Accelerated delivery schedule 80% outsourced 43 top tier contractors Hundreds of subcontractors 4
  5. 5. Boeing 787 DreamlinerBoeing 787 Complex, global supply chain No prior experience with that many contractors Technology “not cooperating” Cumulative delays 5
  6. 6. Boeing 787 DreamlinerBoeing 787 Dude, don’t blame me! The frappas never arrived from Djibouti!! 6
  7. 7. Boeing 787 DreamlinerBoeing 787 Plane delayed by 2+ years More than $6 billion in lost profits Millions in contract penalties for late delivery Reputation impugned Quality called into question 7
  8. 8. Captain Bill, were Yes, even our all these parts made parachutes!!by the lowest bidder? Where is mine Farkas? 8
  9. 9. Here’s what we’ll coverWhat is complexity?The Levin-Ward CompetencyModelAssessing ProgramManagement Competencyusing the Levin-Ward ModelImplementing the Model─AFive Step Process 9
  10. 10. What is complexity?
  11. 11. Complexity is “natural” 11
  12. 12. …and, “man-made” 12
  13. 13. A system is complex in the sense that agreat many independent agents areinteracting with each other in a great manyways. M. Mitchell Waldrop 13
  14. 14. It has a lot of moving parts 14
  15. 15. Key concepts in “complexity” Tunisian street vendor Mohammed Bouazizi 15
  16. 16. Key concepts in “complexity”─ Nonlinear dynamics Tunisian street vendor Mohammed Bouazizi 16
  17. 17. Key concepts in “complexity”─ Nonlinear dynamics Edward Lorenz & The “Butterfly Effect” 17
  18. 18. Key concepts in “complexity”─ Nonlinear dynamics─ Self-organization 18
  19. 19. Key concepts in “complexity”─ Nonlinear dynamics─ Self-organization 19
  20. 20. The Levin-WardCompetency Model
  21. 21. Basic StructurePurpose of the model 21
  22. 22. Basic StructurePurpose of the modelIdentifying the specific competencies 6 Performance Competencies 8 Personal Competencies 22
  23. 23. Basic StructurePurpose of the modelIdentifying the specific competencies 6 Performance Competencies 8 Personal CompetenciesModel TaxonomyCompetency• Elements  Performance Criteria  Types of Evidence 23
  24. 24. Basic StructurePurpose of the modelIdentifying the specific competencies 6 Performance Competencies 8 Personal CompetenciesModel TaxonomyCompetency• Elements  Performance Criteria  Types of EvidenceValidating the model 24
  25. 25. Performance Competencies1. Defining 25
  26. 26. Performance Competencies1. Defining2. Initiating 26
  27. 27. Performance Competencies1. Defining2. Initiating3. Planning 27
  28. 28. Performance Competencies1. Defining2. Initiating3. Planning4. Executing 28
  29. 29. Performance Competencies1. Defining2. Initiating3. Planning4. Executing5. Monitoring & Controlling 29
  30. 30. Performance Competencies1. Defining2. Initiating3. Planning4. Executing5. Monitoring & Controlling6. Closing 30
  31. 31. Performance Competencies - anexample from “Planning the Program” ELEMENT 3.2 A BENEFITS REALIZATION PLAN IS PREPARED PERFORMANCE CRITERIAIdentifies the program’s benefitsDefines the program’s benefits inmeasurable outcomesStates roles and responsibilities forbenefits realization and management 31
  32. 32. Performance Competencies - anexample from “Planning the Program” ELEMENT 3.2 A BENEFITS REALIZATION PLAN IS PREPARED PERFORMANCE CRITERIA TYPES OF EVIDENCEIdentifies the program’s benefits Tangible and intangible benefits are identifiedDefines the program’s benefits in Documented benefits that are specific,measurable outcomes measurable, attainable, realistic, and time-based Documented roles and responsibilities inStates roles and responsibilities for a Responsibility Assignment Matricxbenefits realization and management (RAM), or in a RACI chart 32
  33. 33. Personal Competencies1. Leading 33
  34. 34. Personal Competencies1. Leading2. Building Relationships 34
  35. 35. Personal Competencies1. Leading2. Building Relationships3. Negotiating 35
  36. 36. Personal Competencies1. Leading2. Building Relationships3. Negotiating4. Thinking Critically 36
  37. 37. Personal Competencies1. Leading2. Building Relationships3. Negotiating4. Thinking Critically5. Facilitating 37
  38. 38. Personal Competencies1. Leading2. Building Relationships3. Negotiating4. Thinking Critically5. Facilitating6. Mentoring 38
  39. 39. Personal Competencies1. Leading2. Building Relationships3. Negotiating4. Thinking Critically5. Facilitating6. Mentoring7. Embracing Change 39
  40. 40. Personal Competencies1. Leading2. Building Relationships3. Negotiating4. Thinking Critically5. Facilitating6. Mentoring7. Embracing Change8. Communicating 40
  41. 41. Personal Competencies-an examplefrom “Mentoring? ELEMENT 7.4 RECOGNIZES AND REWARDS INDIVIDUAL AND TEAM ACCOMPLISHMENTS PERFORMANCE CRITERIACelebrates success throughout theprogram 41
  42. 42. Personal Competencies-an examplefrom “Mentoring? ELEMENT 7.4 RECOGNIZES AND REWARDS INDIVIDUAL AND TEAM ACCOMPLISHMENTS PERFORMANCE CRITERIA TYPES OF EVIDENCECelebrates success throughout the Example is formal recognition ofprogram accomplishments by specific individuals or team Examples are how the team celebrated achievements Documented evidence of lessons learned 42
  43. 43. Assessing Program ManagementCompetency using the Levin-Ward Model
  44. 44. Organizational Assessment 44
  45. 45. Program Manager Assessment 45
  46. 46. Prospective Program Manager Assessment 46
  47. 47. Implementing theModel-A Five Step Action Plan
  48. 48. Task 1 ─ Define User Requirements  Define the “respondent” population  Create e-mail distribution lists  Define scope of assessment  Define demographics section 48
  49. 49. Task 2 ─ Customize Survey Content  Methodology use  Applying key best practices  Adherence to stated practices  Other areas of interest 49
  50. 50. Task 3 ─ Develop Online Survey  Develop the survey  Send link to org’s contacts for review  Refine survey questions 50
  51. 51. Task 4 ─ Deploy Survey  Send email survey invitation  Specific time period noted  Include contact name and email for questions  Send reminder and “thank you” emails 51
  52. 52. Task 5 ─ Data Analysis & Assessment  Analyze data  Write draft report & distribute  Review comments/write final report  Develop presentation of findings  Refine improvement roadmap 52
  53. 53. Stop themadness! 53
  54. 54. What was “wanted”What was “wanted” Copyright ESI March 2010 | Confidential -
  55. 55. What was “needed”What was “needed” Copyright ESI March 2010 | Confidential -
  56. 56. What was “specified”What was “specified” Copyright ESI March 2010 | Confidential -
  57. 57. What was “delivered”
  58. 58. Wantmoreinformation? 58
  59. 59. Thanks for listening! …let’s continue the conversation™J. LeRoy Ward, PMP, PgMP Exec VP-ESI International lward@esi-intl.com Blog: www.wardwired.comwww.linkedin.com/in/leroyward

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