Susie’s closing remarks
And thank you to the speakers, the VSG, and the attendees.
Safe journey home
Or if you are staying for supper it will be served in the Keble Room at 18.00-19.30
Typical challenges
Look at the list carefully and over 60% are people based
Project education, transfer of project knowledge & experience, communities of project practice that lead to innovation and creation
How do we do this?
Core Competencies of the organisation exist within the core functions, whatever they may be for that organisation:
Typically: IT, Finance, Human Resources, Operations, Infrastructure – Value chain – those elements that combine to add value
People Capital – Human, Social, Intellectual
Professional Experts – require relational approach to management – build relationships not a Transactional approach – task V rewards
Competitive advantage is in human resources in a knowledge economy that requires a strategic perspective.
However human resources are costly? So we must manage them as assets and value them and their contribution
Creating a culture of cross functional working with the right leadership and management styles to encourage adaptive working practices.
Key ingredients is culture and working environment
Management styles that values people and encourages cross functional working with supporting infrastructure – i.e. structure, hr systems – performance & rewards
Stakeholder engagement & communications
Emphasis on relationships
LO is a strategic approach to building future capability that is ‘fit for purpose’
Peter Senge provides through the Fifth Discipline provides us with a framework that can be used to build both future people competencies and organisations that continuous evolve and develop.
It complements the corporate approaches suggested by Johnson & Scholes and Porter who have provided us with so much research and models on delivering ‘fit’ organisations that remain competitive through project undertakings that deliver change
Rolling out a TM strategy fit for P3M requires commitment to valuing people and their effective governance. This needs top management commitment with an organisation-wide strategy. The goal is to develop an project organisation that is fit for purpose and one that utilises its people effectively & efficiently. TM processes are then used to deliver these goals and objectives.
The emphasis is on developing people competencies and behaviours that allows projects programmes to be delivered successfully and builds organisational project maturity through the right leadership (adaptive) & governance - sponsorship
This TM diagram demonstrates the core TM processes needed to roll out a TM framework that will deliver the right talent pool for P3M.
These processes must be integrated and joined up for effectiveness
This is a real challenge for both attraction and retention of talent