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

Wellingtone
WellingtoneWellingtone
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’
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
FuturePMO 2017 - Peter Taylor, The Lazy Project Manager - How to Get Fired at the C-Level
Perception – and the lack of data
FuturePMO 2017 - Peter Taylor, The Lazy Project Manager - How to Get Fired at the C-Level
True Portfolio Value (example)
• Portfolio Starting Value - belief
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
True Portfolio Value (example)
• Compliance is 40% (8m) @ 2:1 = 16m
• Growth is 60% (12m) @ 4:1 = 48m
• Starting Value = 20m
True Portfolio Value (example)
• Disruption say 20% of Total = 16.8m
• Failure Factor say 10% of Growth = 4.8m
True Portfolio Value (example)
• True Portfolio Value
FuturePMO 2017 - Peter Taylor, The Lazy Project Manager - How to Get Fired at the C-Level
FuturePMO 2017 - Peter Taylor, The Lazy Project Manager - How to Get Fired at the C-Level
FuturePMO 2017 - Peter Taylor, The Lazy Project Manager - How to Get Fired at the C-Level
FuturePMO 2017 - Peter Taylor, The Lazy Project Manager - How to Get Fired at the C-Level
FuturePMO 2017 - Peter Taylor, The Lazy Project Manager - How to Get Fired at the C-Level
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
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.
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.
Back to that portfolio…
Portfolio* = 105,600,000
+29% = +30,624,000
-13% = -13,728,000
* True Portfolio Value
Perception – of C-level interest
Allocate Business
Case
Burn Business
Case
Spend Spend
Invest Business
Case
Project
Delivery
Business
Benefits
Power – of C-level interest
FuturePMO 2017 - Peter Taylor, The Lazy Project Manager - How to Get Fired at the C-Level
Perception – and project commitment
• Who thinks we need to change?
Perception – and project commitment
• Who thinks we need to change?
• Who wants change?
Perception – and project commitment
• Who thinks we need to change?
• Who wants change?
• Who wants to change?
FuturePMO 2017 - Peter Taylor, The Lazy Project Manager - How to Get Fired at the C-Level
FuturePMO 2017 - Peter Taylor, The Lazy Project Manager - How to Get Fired at the C-Level
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
www.thelazyprojectmanager.com
peter.b.taylor@btinternet.com
follow me @thelazypm connect to me
Peter Taylor
Speaker: Author: Host
1 of 29

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

  • 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. 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
  • 4. Perception – and the lack of data
  • 6. True Portfolio Value (example) • Portfolio Starting Value - belief
  • 7. 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
  • 8. True Portfolio Value (example) • Compliance is 40% (8m) @ 2:1 = 16m • Growth is 60% (12m) @ 4:1 = 48m • Starting Value = 20m
  • 9. True Portfolio Value (example) • Disruption say 20% of Total = 16.8m • Failure Factor say 10% of Growth = 4.8m
  • 10. True Portfolio Value (example) • True Portfolio Value
  • 16. 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
  • 17. 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.
  • 18. 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.
  • 19. Back to that portfolio… Portfolio* = 105,600,000 +29% = +30,624,000 -13% = -13,728,000 * True Portfolio Value
  • 20. Perception – of C-level interest Allocate Business Case Burn Business Case Spend Spend Invest Business Case Project Delivery Business Benefits
  • 21. Power – of C-level interest
  • 23. Perception – and project commitment • Who thinks we need to change?
  • 24. Perception – and project commitment • Who thinks we need to change? • Who wants change?
  • 25. Perception – and project commitment • Who thinks we need to change? • Who wants change? • Who wants to change?
  • 28. 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