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FuturePMO 2017 - Peter Taylor, The Lazy Project Manager - How to Get Fired at the C-Level

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Leading executives, it seems, sometimes do too little about strategy implementation, do not apply the appropriate level of attention to such critical organisational change, and often relegate sponsorship and leadership to lower management; whilst they get on with their ‘day jobs’.

This is further stressed but the fact that many organisations are facing rapidly changing and disruptive times, with an urgent need for each strategic decision to be based on fact and not hope.
This presentation will explore this challenge, and consider the ways that a strategic PMO can influence this project success, be the custodians of strategic change, and perhaps keep those C-Level executives gainfully employed.

All the above is based on Peter Taylor’s new and excitingly challenging book – How to Get Fired at the C-Level.

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FuturePMO 2017 - Peter Taylor, The Lazy Project Manager - How to Get Fired at the C-Level

  1. 1. HOW TO GET FIRED AT THE C-LEVEL Why mismanaging change is the biggest risk of all Peter Taylor: Global PMO leader and ‘The Lazy Project Manager’
  2. 2. Mis-managing Change! A four-year study by LeadershipIQ.com compiled the following results after interviewing 1,087 board members from 286 public, private, business and healthcare organizations that fired, or otherwise forced out, their chief executive. 0% 5% 10% 15% 20% 25% 30% 35% Mis-managing change Tolerating low performers Ignoring customers Too much talk, not enough action Denying reality Reasons why CEOs get fired
  3. 3. Perception – and the lack of data
  4. 4. True Portfolio Value (example) • Portfolio Starting Value - belief
  5. 5. True Portfolio Value (example) • Say Compliance is 40% • Say Growth is 60% • Cost impact of Compliance is 2:1 • Value add of Growth is 4:1
  6. 6. True Portfolio Value (example) • Compliance is 40% (8m) @ 2:1 = 16m • Growth is 60% (12m) @ 4:1 = 48m • Starting Value = 20m
  7. 7. True Portfolio Value (example) • Disruption say 20% of Total = 16.8m • Failure Factor say 10% of Growth = 4.8m
  8. 8. True Portfolio Value (example) • True Portfolio Value
  9. 9. We found… 85% of organisations had sponsors in place 83% of organisations don’t train/support/guide sponsors 100% of respondents believed that having a good sponsor was key to project success ©2013 James, Rosenhead, Taylor – Strategies for Project Sponsorship (Management Concepts) May 2013
  10. 10. PMI’s Pulse of the Profession™ • ‘…that organizations with active project sponsors are more likely to have better project outcomes…’ ©2013 Project Management Institute, Inc. Pulse of the Profession™, March 2013.
  11. 11. Consider this… • Meeting Project Goals • +29% variance with good sponsorship in place • Project Failure • -13% variance without good project sponsorship in place ©2013 Project Management Institute, Inc. Pulse of the Profession™, March 2013.
  12. 12. Back to that portfolio… Portfolio* = 105,600,000 +29% = +30,624,000 -13% = -13,728,000 * True Portfolio Value
  13. 13. Perception – of C-level interest Allocate Business Case Burn Business Case Spend Spend Invest Business Case Project Delivery Business Benefits
  14. 14. Power – of C-level interest
  15. 15. Perception – and project commitment • Who thinks we need to change?
  16. 16. Perception – and project commitment • Who thinks we need to change? • Who wants change?
  17. 17. Perception – and project commitment • Who thinks we need to change? • Who wants change? • Who wants to change?
  18. 18. PMIS Roadmap The Tool(s) MS Project Social Promotion Community Marketing Success Stories Brand/Image Performance Global CSAT Engagement Profiling Dashboard Process Methodology Repository Resourcing One Company KISS Scalability People Skills Hiring On-boarding Career Path Vertical/Geo Opportunity Image: Taylor, 2016 The ‘Balanced’ PMO
  19. 19. www.thelazyprojectmanager.com peter.b.taylor@btinternet.com follow me @thelazypm connect to me Peter Taylor Speaker: Author: Host

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