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Bringing Projects to Life
Research Findings: Dynamics &
Paradoxes of Shaping the Project
Delivery Environment
Tracey Camil...
Where is action particularly required?
+ Need for a robust project initiation phase that ensures, (i) the ‘right’ projects...
ENABLING THE FULL POTENTIAL OF OTHERS
DISCHARGING FIDUCIARY DUTIES
Dynamics & Paradoxes of Shaping the Project Delivery En...
Dynamics & Paradoxes
ENABLING THE FULL POTENTIAL OF OTHERS
DISCHARGING FIDUCIARY DUTIES
Clarity of governance
Role: Stewar...
Personal accountability
Duties :
- Accountable to shareholders
- Personally responsible for the
proprietary of expenditure...
Capabilities:
Oversight -
Process adherence -
Assurance -
Emphasis on:
Normative, rule based decision making
and resource ...
Dynamics & Paradoxes of Shaping the Project Delivery Environment
Clarity of governance
Role: Steward & servant of hierarch...
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Paul Chapman

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Research Findings: Dynamics & Paradoxes of Shaping the Project Delivery Enivronment. Dr Paul Chapman of Said Business School, Unviersity of Oxford presenting at Bringing Projects to Life conference #eVa21

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Paul Chapman

  1. 1. Bringing Projects to Life Research Findings: Dynamics & Paradoxes of Shaping the Project Delivery Environment Tracey Camilleri & Paul Chapman Saïd Business School, University of Oxford
  2. 2. Where is action particularly required? + Need for a robust project initiation phase that ensures, (i) the ‘right’ projects receive investment, and (ii) outcomes are clear and understood at launch, not least: corporate intent coupled with customer impact and articulation of benefits, and scoping of delivery implications together with establishment of clear accountabilities. + Specific Project Leadership Capabilities that enable projects to be effectively and successfully delivered: genuine empowerment of teams, skills of the intelligent client of projects, holding the territory of doubt whilst providing direction, providing cover, bringing the outside in and portfolio management. + Need to build in better project resilience . Everything does not go to plan, which means projects should be architected for the real world in terms of governance, capabilities and resources, support structures, risk tests and being chunked to minimise fragilities. + Need for an ambidextrous approach to project delivery at a senior level, one that provides methodological robustness and rigour while remaining adaptive and capable of riding the waves of programmatic, shorter-term demands: employing appropriate assurance and performance measures for an adaptive, high flex longer-term context.
  3. 3. ENABLING THE FULL POTENTIAL OF OTHERS DISCHARGING FIDUCIARY DUTIES Dynamics & Paradoxes of Shaping the Project Delivery Environment Clarity of governance Role: Steward & servant of hierarchy of authority Achieved through: Top down, strategy led focus - Managing vertically - Robust conversations – Prioritising portfolios - Leading team Role: Steward & servant of team Achieved through: - Being principles based - Articulating a vision - Building trust - Facilitating transformation - Institutional resilience Personal accountability Duties : - Accountable to shareholders - Personally responsible for the proprietary of expenditure - Ensure economy, efficiency and effectiveness Orientating around a meaningful purpose Duties: - Customer centric approach - Transform society by transforming ourselves - Realisation of benefits Custodian of the long term Capabilities: Oversight - Process adherence - Assurance - Emphasis on: Normative, rule based decision making and resource allocation - Technical proficiency - Robust supervision Enabler & connector Capabilities: - Intelligent client - Learning organisation - Innovation Emphasis on: - Motivating people working across boundaries - Supporting incomplete leaders
  4. 4. Dynamics & Paradoxes ENABLING THE FULL POTENTIAL OF OTHERS DISCHARGING FIDUCIARY DUTIES Clarity of governance Role: Steward & servant of the hierarchy of authority Achieved through: Top down, strategy led focus - Managing vertically - Robust conversations – Prioritising portfolios - Leading team Role: Steward & servant of team Achieved through: - Being principles based - Articulating a vision - Building trust - Facilitating transformation - Institutional resilience “When bad things happen, you’re on your own” “As a customer of the senior team, I really need to know what my organisation is about” + Specific Project Leadership Capabilities that enable projects to be effectively and successfully delivered: genuine empowerment of teams, skills of the intelligent client of projects, holding the territory of doubt whilst providing direction, providing cover, bringing the outside in and portfolio management. + Need for a robust project initiation phase that ensures, (i) the ‘right’ projects receive investment, and (ii) outcomes are clear and understood at launch, not least: corporate intent coupled with customer impact and articulation of benefits, and scoping of delivery implications together with establishment of clear accountabilities. &
  5. 5. Personal accountability Duties : - Accountable to shareholders - Personally responsible for the proprietary of expenditure - Ensure economy, efficiency and effectiveness Orientating around a meaningful purpose Duties: - Customer/citizen centric approach - Transform society by transforming ourselves - Realisation of benefits Custodian of the long term ENABLING THE FULL POTENTIAL OF OTHERS DISCHARGING FIDUCIARY DUTIES “Leaders are being rewarded for keeping things as they are” + Specific Project Leadership Capabilities that enable projects to be effectively and successfully delivered: genuine empowerment of teams, skills of the intelligent client of projects, holding the territory of doubt whilst providing direction, providing cover, bringing the outside in and portfolio management. + Need for an ambidextrous approach to project delivery at a senior level, one that provides methodological robustness and rigour while remaining adaptive and capable of riding the waves of programmatic, shorter-term demands: employing appropriate assurance and performance measures for an adaptive, high flex longer-term context. Dynamics & Paradoxes &
  6. 6. Capabilities: Oversight - Process adherence - Assurance - Emphasis on: Normative, rule based decision making and resource allocation - Technical proficiency - Robust supervision Enabler & connector Capabilities: - Intelligent client - Learning organisation - Innovation Emphasis on: - Motivating people working across boundaries - Supporting incomplete leaders ENABLING THE FULL POTENTIAL OF OTHERS DISCHARGING FIDUCIARY DUTIES “A project that starts poorly never improves” + Need for an ambidextrous approach to project delivery at a senior level, one that provides methodological robustness and rigour while remaining adaptive and capable of riding the waves of programmatic, shorter-term demands: employing appropriate assurance and performance measures for an adaptive, high flex longer- term context. + Need to build in better project resilience . Everything does not go to plan, which means projects should be architected for the real world in terms of governance, capabilities and resources, support structures, risk tests and being chunked to minimise fragilities. Dynamics & Paradoxes &
  7. 7. Dynamics & Paradoxes of Shaping the Project Delivery Environment Clarity of governance Role: Steward & servant of hierarchy of authority Achieved through: Top down, strategy led focus - Managing relationships - Robust conversations – Prioritising portfolios - Leading team Role: Steward & servant of team Achieved through: - Being principles based - Articulating a vision - Building trust - Facilitating transformation - Institutional resilience Personal accountability Duties : - Accountable to shareholders - Personally responsible for the proprietary of expenditure - Ensure economy, efficiency and effectiveness Orientating around a meaningful purpose Duties: - Customer /citizen centric approach - Transform society by transforming ourselves - Realisation of benefits Custodian of the long term Capabilities: Oversight - Process adherence - Assurance - Emphasis on: Normative, rule based decision making and resource allocation - Technical proficiency - Robust supervision Enabler & connector Capabilities: - Intelligent client - Learning organisation - Innovation Emphasis on: - Motivating people working across boundaries - Supporting incomplete leaders ENABLING THE FULL POTENTIAL OF OTHERS DISCHARGING FIDUCIARY DUTIES

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