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Punchcards to Power BI - Managing change in the digital age, APM PMC SIG conference, 13 July 2021

APM Planning, Monitoring and Control SIG Conference 2021 - Project controls: but not as we know it

Session title:
Punchcards to Power BI - Managing change in the digital age
presented by Jay Armstrong and Sanjay Nithiyanantham
Tuesday 13 July 2021

The link to the write up page and resources of this conference:
https://www.apm.org.uk/news/apm-pmc-sig-conference-2021-project-controls-but-not-as-we-know-it/


Presentation synopsis:
As the digital age evolves, data science, automation and AI will increasingly disrupt and change the way we deliver projects. As project controls professionals we know that its often not what we do but how we do it that determines our success. How do we harness new and evolving technology to meet the needs of our teams in order to achieve success? How do we adapt the technology into our current processes and our overall process strategy to maximise efficiencies?
How do we better engage with our teams to trust and go on this digital journey with us to curtail resistance?


Conference description:
How will Project Data Analytics (PDA) change project controls in the future?

We all know that one of the key elements to successful project delivery is a robust project control system. But while many of these processes are well established, the ability to make maximum use of the resulting data has often proved challenging. But this is changing.

For those involved in project controls in any way, this conference shared the latest practical uses of PDA as well as a glimpse into the future!

The conference provided insight from a range of PDA practitioners as well as feedback from a recent Delphi research study on the topic.

PDA will be key to the profession as we look forwards, make sure you help us shape it to deliver what we really need.

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Punchcards to Power BI - Managing change in the digital age, APM PMC SIG conference, 13 July 2021

  1. 1. Punch cards to Power BI Managing Change in the Digital Age Jay Armstrong & Sanjay Nithiyanantham
  2. 2. About Us Jay Armstrong Principal Consultant at LogiKal Over 15 years experience in major project delivery Rail, Water, Mining, Oil and Gas, Infrastructure UK, Australia, Canada jarmstrong@logikalprojects.com Sanjay Nithiyanantham Senior Consultant at LogiKal Over 10 years experience in major project delivery and systems engineering Rail and Infrastructure UK, Australia snithiyanantham@logikalprojects.com
  3. 3. Introduction 01 People 02 Process 03 Outline 04 Systems Conclusion 05 Q&A / Discussion
  4. 4. 01 – Introduction
  5. 5. Where are we now? • Also known as 4IR or the 4th Industrial Revolution • Started with the industrial revolution in the late 1700s • Increased computing capability coupled with connectivity • Use of data and automation to drive processes and efficiencies • Industry disruption, changes to ways of working • Focus on system and processes
  6. 6. What is the problem? The technology and tools already exist Why don’t we see the benefits? Lag in technology adoption why is that? Accelerating change New ways of working how can we manage this? New technologies Increasing disruption to projects how do we keep up?
  7. 7. What are the root causes? People • People, not machines deliver projects • Understand the human element of the interaction between people and technology Process • Simply throwing technology at an existing process may not be the solution. • We need to look at the process holistically. Systems • With so many options in technology, are we using the right tool for the right task?
  8. 8. 02 – People
  9. 9. Understand your People Current behaviours & attitudes 1 End user requirements 2 Business requirements 3 Politics & conflict zones 4 Skill level 5
  10. 10. Create the desire for change Why do people fight change • Technology is an additional step • Learning curve • Fear • Restrictions Understand motivations • Less work • Less repetition • Less errors • More time Incentivise • Carrot stick • Immediate vs long term
  11. 11. Let people drive Push vs Pull Ownership Key Stakeholders Champions Development Invite Resistance IKEA
  12. 12. Building Trust “People don’t buy what you do, they buy why you do it.” – Simon Sinek Being transparent with our own motivations Give visibility of how the tool/process change works Set up a feedback loop so that they see the output from the technology Let them embrace the technology by ensuring that it is their data/information
  13. 13. •Source of resistance – people fear what they don’t understand People generally won’t admit that they don’t understand •A good system expects its users to make errors and is forgiving as possible. Expect errors – we are human after all •70:20:10 rule •Use champions to lead and teach Upskilling the team over time rather than in a single course. •Embedding change requires constant reinforcement. Recognise that this will take time, effort and resources Let end users engage in the tools as early as possible to experiment with it. KISS principle Skilling Up
  14. 14. Flexibility & adaptability Change is inevitable Comfortable with change Emotional situations require empathy Habit change requires behavioural strategies Feel safe Continuous improvement Lessons learned Feedback Resolve issues quickly Act on feedback Keep guides & documentation updated Follow process
  15. 15. 03 – Process
  16. 16. Understand your Process Evaluate your current processes Is the current process understood? Is the process defined? Are there reasons for current processes? Are there inefficiencies? Think systematically Don’t be quick to attribute blame to people, process or tools Find root causes Problems may have multiple causes Add, remove or simplify? System update required? May not make the process efficient Can complicate rather than simplify
  17. 17. Plan your new process strategy Understanding the bigger picture • What are your project and business processes going to achieve? • Anticipate what processes you may need in future? Plan how you will get there • What are the “stepping- stones” required to get there • Maybe you may need to take a detour (or go backwards) to get to your destination
  18. 18. •Can cause confusion and resistance •People need to learn the new process and may cause inefficiencies •Lose knowledge and expertise in the current process Big changes to processes can be daunting •Remember your goal and the “stepping-stones” to get there Make small changes to the process at a time •creates momentum for change Ideally change a small process for quick benefits early •Usually, if there is a imminent problem or threat If you want to make a revolutionary change you will need to create a drastic desire for change •People tend to take a path of least resistance •Conversely keep undesired behaviours/processes harder to do Build good behaviour through simple and easy to follow process Evolution vs Revolution
  19. 19. Keep your processes fluid Keep updating the process (and your strategy) Know your goal How you get there should be flexible Acknowledge if a new process is not working Roll back or have a backup process Keep a record of lessons learned Request for more changes. Look for ‘Easy wins’
  20. 20. 04 – Systems
  21. 21. Too many options • Pick a product to meet your requirements (aligning to the values of people and processes) • Is this an interim tool (stepping-stone) or the final tool (strategic goal) • Meets the current average skill level • Advantages vs Disadvantages Appreciate the main function • Some expect the technology to do more than it is capable of (one button to do everything) • Others underestimate what the technology can do What are the limits of the system • Are there restrictions on the type of input or output • Do we need to change the process to align with the limits of the system Select the right tool
  22. 22. Quick deployment Keep it flexible Refine the process Increase restrictions Deploying the system
  23. 23. 05 – Conclusion
  24. 24. ▪ As the digital age evolves data science, automation and AI will increasingly disrupt and change the way we deliver projects ▪ We need to consider three key areas to manage the inevitable change ▪ Explored ways of addressing some of the key challenges in each of these areas People Process Tools Conclusion
  25. 25. Thank you for joining us!

APM Planning, Monitoring and Control SIG Conference 2021 - Project controls: but not as we know it Session title: Punchcards to Power BI - Managing change in the digital age presented by Jay Armstrong and Sanjay Nithiyanantham Tuesday 13 July 2021 The link to the write up page and resources of this conference: https://www.apm.org.uk/news/apm-pmc-sig-conference-2021-project-controls-but-not-as-we-know-it/ Presentation synopsis: As the digital age evolves, data science, automation and AI will increasingly disrupt and change the way we deliver projects. As project controls professionals we know that its often not what we do but how we do it that determines our success. How do we harness new and evolving technology to meet the needs of our teams in order to achieve success? How do we adapt the technology into our current processes and our overall process strategy to maximise efficiencies? How do we better engage with our teams to trust and go on this digital journey with us to curtail resistance? Conference description: How will Project Data Analytics (PDA) change project controls in the future? We all know that one of the key elements to successful project delivery is a robust project control system. But while many of these processes are well established, the ability to make maximum use of the resulting data has often proved challenging. But this is changing. For those involved in project controls in any way, this conference shared the latest practical uses of PDA as well as a glimpse into the future! The conference provided insight from a range of PDA practitioners as well as feedback from a recent Delphi research study on the topic. PDA will be key to the profession as we look forwards, make sure you help us shape it to deliver what we really need.

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