Service-Oriented Project Management (SOPM)

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Consultant and author Jerry Manas shares his slide deck on Service-Oriented Project Management (SOPM), his framework for managing projects with a client-focused mindset. Visit Jerry's website at www.marengogroup.com.

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Service-Oriented Project Management (SOPM)

  1. 1. Service-Oriented Project Management (SOPM) Jerry Manas, PMP [email_address]
  2. 2. Despite standards, certifications, methodologies, and EPM systems, 75% of projects still fail . Are we delivering value?
  3. 3. “ Strive not to be a success, but rather to be of value.” - Albert Einstein
  4. 4. SOPM: A professional services approach to project management. A mindset toward value.
  5. 5. Traditional PM vs. SOPM <ul><li>On Time </li></ul><ul><li>On Budget </li></ul><ul><li>Meets Requirements </li></ul><ul><li>Client Satisfaction </li></ul><ul><li>Employee Satisfaction </li></ul><ul><li>Outcomes </li></ul><ul><li>Alignment </li></ul>Traditional PM Drivers SOPM Drivers Inward Focus Outward Focus
  6. 6. Japanese Outward View <ul><li>Honda: Sangen Shugi ( Three Actuals: actual place, actual parts, actual client ) </li></ul><ul><li>Toyota: Genchi Genbutsu (“Go and see for yourself.”) </li></ul>
  7. 7. <ul><li>Starts with requirements </li></ul><ul><li>Assumes goals are correct </li></ul><ul><li>Focuses on execution to a stated plan </li></ul><ul><li>Aims to meet expectations </li></ul><ul><li>Starts with symptoms. ideas, and research </li></ul><ul><li>Validates goals and alignment </li></ul><ul><li>Focuses on client satisfaction and value </li></ul><ul><li>Aims to exceed expectations </li></ul>Traditional PM SOPM Implementation-Driven Service-Driven
  8. 8. SOPM Leadership Roles: The Path to Value <ul><li>Client Solutions Expert : Care </li></ul><ul><li>Project Manager : Facilitation </li></ul><ul><li>Business Analyst : Expertise </li></ul><ul><li>Project Specialist : Administration </li></ul>Can one person do all this? Should they?
  9. 9. The SOPM Framework: Practical Simplicity
  10. 10. SOPM: Understand <ul><li>Understand: </li></ul><ul><ul><li>The client </li></ul></ul><ul><ul><li>The organization </li></ul></ul><ul><ul><li>The situation/problem/opportunity </li></ul></ul><ul><ul><li>The “whole system” </li></ul></ul><ul><ul><li>Prioritized goals, wants, and needs </li></ul></ul><ul><ul><li>The “benefit of the benefit * ” </li></ul></ul><ul><ul><li>External factors/market </li></ul></ul><ul><ul><li>SWOT </li></ul></ul><ul><ul><li>The players involved (language, culture, who stands to lose or gain) </li></ul></ul>* Ref: Made to Stick , by Chip and Dan Heath
  11. 11. SOPM: Understand <ul><li>Understand: </li></ul><ul><ul><li>The resources available </li></ul></ul><ul><ul><li>The subject matter </li></ul></ul><ul><ul><li>Constraints (time, cost, features) </li></ul></ul><ul><ul><li>Risks </li></ul></ul><ul><ul><li>The leadership style required </li></ul></ul><ul><ul><li>Past successes and failures (internal, external) </li></ul></ul><ul><ul><li>Use Cases (Experience Mapping) </li></ul></ul><ul><ul><li>Future Needs and Implications </li></ul></ul>
  12. 12. <ul><li>Why are you saying that? </li></ul><ul><li>Can you give me an example? </li></ul><ul><li>What causes that? </li></ul><ul><li>How do you know? </li></ul><ul><li>Then what would happen? </li></ul><ul><li>What else might that affect? </li></ul><ul><li>Is that really the right question? </li></ul><ul><li>How else might we accomplish that? </li></ul>Socrates 469-399 B.C.E . Lead by Questioning
  13. 13. S=Causes change in same direction as the causing variable O=Causes change in opposite direction from the causing variable Understand the Whole System: Causal Loop Diagram
  14. 14. The Whole System: Causal Loop Diagram
  15. 15. SOPM: Prepare <ul><li>Prepare: </li></ul><ul><ul><li>The client (expectations) </li></ul></ul><ul><ul><li>Stakeholders (expectations/alignment) </li></ul></ul><ul><ul><li>The right team (roles, people) </li></ul></ul><ul><ul><li>Guiding and operating principles </li></ul></ul><ul><ul><li>Infrastructure and tools </li></ul></ul><ul><ul><li>The strategic model </li></ul></ul>
  16. 16. Strategic Model Where? (end state) Why? What? How? (approach) How? (elaborated) Who? What? (specific) Problem/Need? Values/Synergy Expectations Client Vision Mission Goals Strategy Tactics Roles Objectives Relationships Client
  17. 17. SOPM: Prepare <ul><li>Prepare: </li></ul><ul><ul><li>Requirements </li></ul></ul><ul><ul><li>The project approach and plan </li></ul></ul><ul><ul><li>Task dependencies </li></ul></ul><ul><ul><li>Cross-project dependencies </li></ul></ul><ul><ul><li>Milestones List </li></ul></ul><ul><ul><li>The budget </li></ul></ul><ul><ul><li>Training (situational, subject matter, tools, protocols) </li></ul></ul>
  18. 18. SOPM: Prepare <ul><li>Prioritized Service Quality Standards </li></ul><ul><ul><li>e.g. Walt Disney Resorts: </li></ul></ul><ul><ul><ul><li>Safety </li></ul></ul></ul><ul><ul><ul><li>Courtesy </li></ul></ul></ul><ul><ul><ul><li>Show </li></ul></ul></ul><ul><ul><ul><li>Efficiency </li></ul></ul></ul>* Ref: The Disney Institute: The Disney Keys to Excellence
  19. 19. Service Integration Matrix * Based on the integration model used at Disney Efficiency Show Courtesy Safety Process Elements Conducive Setting Team Behaviors
  20. 20. What might YOUR prioritized Service Quality Standards Look Like?
  21. 21. SOPM: Iterate <ul><ul><li>Strive for prototypes and pilots where possible </li></ul></ul><ul><ul><li>Deliver in increments </li></ul></ul><ul><ul><li>Manage changes to expected outcomes </li></ul></ul>
  22. 22. SOPM: Iterate <ul><li>Incremental delivery results in: </li></ul><ul><ul><ul><li>Earlier benefits </li></ul></ul></ul><ul><ul><ul><li>Quick wins = less resistance </li></ul></ul></ul><ul><ul><ul><li>Fact-based discoveries </li></ul></ul></ul><ul><ul><ul><li>Ability to course-correct </li></ul></ul></ul><ul><ul><ul><li>Less risk if early termination </li></ul></ul></ul><ul><ul><ul><li>Maintaining momentum/attention </li></ul></ul></ul><ul><ul><ul><li>Better focus and scope control </li></ul></ul></ul><ul><ul><ul><li>Paced spending (timed with value) </li></ul></ul></ul>
  23. 23. SOPM: Transform <ul><li>Transform (wellness versus “the cure”): </li></ul><ul><ul><li>Who: The client, the organization, stakeholders </li></ul></ul><ul><ul><li>What: </li></ul></ul><ul><ul><ul><li>Capabilities – to maximize benefits </li></ul></ul></ul><ul><ul><ul><li>Next Steps – path to growth </li></ul></ul></ul><ul><ul><ul><li>Support system </li></ul></ul></ul>
  24. 24. SOPM: Transform <ul><li>Transform: </li></ul><ul><ul><li>Who: The project team </li></ul></ul><ul><ul><li>What: </li></ul></ul><ul><ul><ul><li>Lessons-learned – future capabilities </li></ul></ul></ul><ul><ul><ul><li>Recognition – future performance </li></ul></ul></ul><ul><ul><ul><li>Development plan – build on talents </li></ul></ul></ul>
  25. 25. Redefining Success <ul><li>Stakeholder Satisfaction </li></ul><ul><li>Employee Satisfaction </li></ul><ul><li>Outcomes </li></ul><ul><li>Cultural Alignment (practices, principles, beliefs, needs) </li></ul><ul><li>Vision Alignment (current vision vs. strengths, core values, intended objectives, stakeholder needs)* </li></ul>* Ref: The Disney Way , by Bill Capodagli and Lynn Jackson
  26. 26. A Holistic View of Value <ul><li>Qualitative and Quantitative </li></ul><ul><li>Total Value of Ownership </li></ul><ul><ul><li>Includes value to employees, clients, users, end customers </li></ul></ul><ul><ul><li>Direct and indirect value </li></ul></ul>
  27. 27. A Holistic View of Value <ul><ul><li>SOPM Value chain: </li></ul></ul><ul><ul><ul><li>Internal service mentality & learning culture </li></ul></ul></ul><ul><ul><ul><li>Employee engagement and satisfaction </li></ul></ul></ul><ul><ul><ul><li>Employee productivity and performance </li></ul></ul></ul><ul><ul><ul><li>Internal client engagement and satisfaction </li></ul></ul></ul><ul><ul><ul><li>Improved product quality </li></ul></ul></ul><ul><ul><ul><li>Superior external service </li></ul></ul></ul><ul><ul><ul><li>External customer satisfaction </li></ul></ul></ul><ul><ul><ul><li>External customer retention </li></ul></ul></ul><ul><ul><ul><li>Revenue growth and profit </li></ul></ul></ul>
  28. 28. The Long-Term View “ Profit is the applause you get for taking care of your customers and creating a motivating environment for your people.” - Ken Blanchard, Leading at a Higher Level
  29. 29. SOPM: Making Project Management Part of a Service Culture
  30. 30. “ Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.” - Peter Drucker “ The goal as a company is to have customer service that is not just the best, but legendary .” - Sam Walton
  31. 31. For More Information <ul><li>jmanas @marengogroup.com </li></ul><ul><li>www.marengogroup.com </li></ul><ul><li>www.PMThink.com </li></ul><ul><li>www.creatingweinstitute.com </li></ul>www.pmthink.com

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