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Steve Wake Concept 2014

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Steve Wake's presentation tot the 6th Concept Symposium on Project Governance in Oslo on 25th and 26th September 2014.

http://www.concept.ntnu.no/symposium/cs2014/images/concept_symposium_2014_flyer_hq.pdf

The 6th Concept Symposium is an arena for decision makers, researchers and professionals in government, academia, international organizations, and industry.The symposium is devoted to project governance, in other words on investments and their outcome and long term effects, rather than on projects and their implementation and management. The principal goal of the Concept Research Program is to develop knowledge and expertise on front‐end management, with the aim that the best concept is chosen, resources are used efficiently and anticipated effects are realized.

This year we will focus on our efforts and means to identify and take advantage of opportunities latent in our societies and transform them into beneficial effects.The symposium is an arena for professional exchange among a selected group of prominent decision makers, professionals in government, researchers, academia, international organizations and industry.

Peder Berg, Deputy Director General, Norwegian Ministry of Finance will be speaking a Making Projects Fly #AirbusMPF - a two day conference in Toulouse on 23rd and 24th October 2014 http://evaintheuk.org/conference/

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Steve Wake Concept 2014

  1. 1. Steve Wake Chairman Association for Project Management UK
  2. 2. Project Budgets and Portfolio Benefits. Steve Wake and the quest for the Project Management Holy Grail. maybe
  3. 3. What do we want all our projects to do?
  4. 4. SUCCEED!
  5. 5. How many projects fail in the uk?
  6. 6. What is a project failure?
  7. 7. $225m approx
  8. 8. What can we do?
  9. 9. Who has the influence?
  10. 10. Politics is the art of the possible. And so is project management. Focus on what you can influence.
  11. 11. 14 Stakeholders Enablers Disablers Who is? Sponsor Competition Customer Project Manager Champion Health and Safety Rival team
  12. 12. What makes a successful project?
  13. 13. Widespread agreement that it is a success
  14. 14. What is the reality of Consensus?
  15. 15. What is success for us? Realisation of the benefits. Financial and/or Social. Commonly agreed. Even if you are not a beneficiary.
  16. 16. How do we do this with projects?
  17. 17. for det første We clearly define the benefits.
  18. 18. Dernest We Program the changes required to achieve the benefits.
  19. 19. for det tredje We clearly define the projects needed to achieve the changes.
  20. 20. What have I just described?
  21. 21. The Problem • We just don’t do it!(properly). • Projects are created without reference to benefit. • Portfolios do not retain their dynamic links with the projects they created. • The Board and senior management just look at the Portfolio and assume the links with the project are there.
  22. 22. The Result is project failure Lots of effort. No result.
  23. 23. Portfolios today are generally houses built on sand, and that is why projects continue to fail.
  24. 24. We live in a world where we accept this as normal behaviour
  25. 25. We lie or cheat to win business
  26. 26. We have to decide who we are or
  27. 27. We must become Professional In English English Professional can mean , Someone who acts with integrity. Someone who is mercenary and cynical.
  28. 28. Interestingly for leaders
  29. 29. We have to become trusted for the accuracy and reliability of the data under our control. Then Management can manage.
  30. 30. But always remember… there are some you can never trust!
  31. 31. Where am I on the quest? The vessel in the center of the map represents the spirit of the Western Mystery Tradition as a whole. The vessel can be likened to Cerridwen’s cauldron, the magician’s chalice, and the Holy Grail of the Arthurian mysteries. It represents a cyclical regenerative process that takes in and gives forth anew.
  32. 32. Is this the Holy Grail? = Portfolio Management It represents a cyclical regenerative process that takes in and gives forth anew.
  33. 33. In the real world we are here
  34. 34. Who will show me the way?
  35. 35. Copyright OpenStrategies Ltd 2012 Phil Driver OpenStrategies Ltd phil@openstrategies.com +64 (0)21 0236 5861 Ian Seath Improvement Skills Consulting Ltd ian.seath@improvement-skills.co.uk +44(0)7850 728506 http://www.gowerpublishing.com/isbn/9781472427816
  36. 36. Copyright OpenStrategies Ltd 2012 PRUB Organisations run Projects which produce Results (outputs/assets) which people Use to create Benefits (outcomes)
  37. 37. The core functions of organisations and their customers/citizens External factors Create assets (products, services, infrastructure) and enable customers/citizens to Use them to create Benefits Inputs Outcomes Internal factors Copyright OpenStrategies Ltd 2012
  38. 38. Rising sea levels Global politics Global finance Legislation External information flowing in Create products/services Use products/services Human Resources Copyright OpenStrategies Ltd 2012 Business Climate change confidence Local weather Local politics Corporate Social Responsibility Outcomes Based Accountability Collaboration Purchasing Administration Finance Leadership Investment Logic Mapping PRUB concisely defines the core ‘process’ of organisations – ie running Projects to create Results such as infrastructure products and services which citizens, communities and customers Use to create Benefits for themselves Internal information
  39. 39. Planning (BURP) Copyright OpenStrategies Ltd 2012 PRUB / BURP Create assets Use assets Implementation (PRUB)
  40. 40. Projects Results Uses Benefits Copyright OpenStrategies Ltd 2012 Assess customer’s needs based on what they want to do and achieve with our company’s potential new product Information available on what customers want to do and achieve with our company’s potential new product Use this information to design, build and test market new products to enable customers to do and achieve what they want to do and achieve Accurate product and customer-use data is available relating to our company’s potential new product Happy customers because they have done and achieved what they wanted to do and achieve Sustainably manufacture, distribute and market our company’s new product Our company’s new product available to customers together with relevant product marketing information Customers and buy and use our company’s new product to do & achieve what they want Our company is sustainably profitable
  41. 41. Copyright OpenStrategies Ltd 2012 how 1. Define what ideally needs to be done 2. Provide cause-and-effect Evidence that it will actually work 3. Demonstrate that it is worth it
  42. 42. Copyright OpenStrategies Ltd 2012 Evidence sits on the Links between Projects, Results, Uses and Benefits The most important cause-and-effect Evidence sits on the Links between Results and Uses Performance management Data sits within each Project, Result, Uses and Benefit and has no cause-and- effect information
  43. 43. Abandoned Orphan Result Adopted Orphan Result Copyright OpenStrategies Ltd 2012 Orphan Results P R U B P R P1 P2 R1 R2 U B
  44. 44. Organisations run Projects that produce Results, which citizens or communities Use to create Benefits. The main point to remember is that Results (deliverables/outputs/products) of a Project or Programme can NEVERbe Benefits.
  45. 45. EVA GOES TO TOULOUSE www.evaintheuk.org Focus is on: Competencies Behaviours Business Psychology Getting the team to work

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