Jan 2012The true cost of staging the 2012 Olympicsis five times the figure given when Londonwon the bid in 2005.A Sky investigation has revealed the final costfor the Games will be more than £12bn.However, associated costs could make the bill ashigh as £24bn - a staggering 10 times theoriginal estimate.
18th OctDaily TelegraphSports Minister announces that 2012Olympics will be under budget by £0.5B
Olympics chiefs to hold inquest on 2012 logo shamblesMailonline, 7 June 2007
“The successful company of thefuture will also need to demonstratemuch greater openness and greatercommitment to the involvement ofkey stakeholders.Brent Spar and Nigeria were keyturning points in the way in whichShell and other companies takeimportant project decisions.”Jeroen van der VeerGroup Managing DirectorRoyal Dutch/Shell Group
“Anyone who can spoil my day”Definition of a Project Stakeholder ?
Where Do You Want Them?•Championing•Support•Approval•Co-operation•Compliance•Neutrality•Inertia•Obstruction•Antagonism•Opposition•Rejection: “no”•Mutiny•Sabotagelevelofsupport
PPM – Maturity Levels12345Ad Hoc Disorganised, accidental successMinimal Some process, inconsistent successCompliant Standardised, more predictableCompetitive Controlled andmeasured processes, results more inline with plansWorld Class Continuous processimprovement , success is normal
12345Competitive: provides source of competitiveadvantage, focused, metrics determine areas forimprovement, supports business strategy.Compliant: follows industry-accepted norms,improvements sporadic, process-focused, cost offailure significant, little strategic contributionMinimal: tasked with „not messing up‟, some useof standards, reactive, high cost of failure,negative strategic contribution.Ad hoc: unreliable delivery, very high cost offailure, strongly negative strategiccontributionWorld-class: redefines delivery in the industry,automatically improving, very hard to imitate bycompetitors, drives business strategy.Limit of process based approachPPM – Strategic AdvantageStrategicContribution
What is Project Complexity?• ‘Complicated’e.g. a Swiss watch. Linear & predictable• ‘Complex’: from the Latin „complexus‟(braided together). Nonlinear &unpredictable.• Like quality – it is hard to quantify• is something that is experienced.
Complexities• Structural Complexity:– Number, size, financial scale, interdependencies, variety,pace, technology, breadth of scope, number of specialities,multiple locations/time-zones. IQ
Complexities• Emergent Complexity:– Technological and commercial maturity, novelty and change,clarity of vision / goals, clear success criteria / benefits,previous experience, availability of information, unidentifiedstakeholders, “missing” plan, unforeseen, unknowable.
“Eaglesmay soar highbut…….rats don’t get suckedinto jet engines”Socio Political Complexity
The 3 Complexities“In your work, which of the 3complexities is the most difficultto manage?”“In your own formal trainingand development, which of the3 complexities has received themost attention?”We asked a group of 246 PMs these questionsStructuralSocio-politicalEmergentStructuralSocio-politicalEmergent
Project Success & Failure(2 sides of the same coin?)Stephen Carver FAPM