February 23, 2012
   Driven by a need: business or government/regulatory   Involves stakeholders, both internal and external to the    org...
   The Why/Project Charter-why this project is this being    funded/schedule, expected outcomes   The What/Managing Scop...
 Software changes may require process/workflow changes  that accompany the change being planned May require setting up n...
   You as the monitor of how your project fits into the    organizational Strategy   You as the person who must Manage w...
   Program developed by the Stanford Center for    Professional Development and IPS Solutions, LLC   Described as more “...
Converting Strategy to        Action
   Projects don’t fail because of unrealistic timelines,    lack of resources, or funding constraints   Projects fail be...
   Includes the strategic to the tactical and their inter-    relationships   Six Major of the framework include:    1. ...
   Understanding what the short and long term strategies    are, and where your project fits in   If the strategy change...
Managing Without Authority
   Business Dynamics – the focus and competitive    necessities   Social Dynamics- Expertise, Trust, and    Communicatio...
   Expertise Network- expertise or technical   Trust Network – your confidants and mentors   Communication Network- the...
   Good networks are key to a successful project    management (and life in general!)   They will be even MORE important...
    The Four Influencing Strategies:1)    Liking – people say yes to those they like2)    Reciprocity – paying back in ki...
   Inconvenience Blocks–based primarily on    motivation   Difficulty Blocks- usually a mix of problem, which    may als...
   Ways to over come blocks include:    ◦ Leveraging your Trust and Expertise networks to      determine the type of bloc...
Building WinningStakeholder Commitments
   Stakeholders- anyone who has an investment in what you are    doing and it’s intended outcome   Internal stakeholders...
   Spend time understanding your stakeholders- build trust   Spend time up front-ask critical questions about    communi...
   Keep it Simple   Content Considerations:    ◦ Stakeholder Details- is it a person, a group, and community?    ◦ Type ...
Leading Change from the         Middle
   In most cases, your project is going to lead to    some sort of change within an organization   It may lead to:    ◦ ...
   Change brings up emotion, especially fear   Nostalgia for the way things were   System of change is bigger than the ...
   You MUST be the one to articulate the one compelling    direction   You MUST be able to navigate through period of ch...
   It gives you your cues, and also tells you what it is    not ready for   Listen deeply to the champions, as well as t...
   Why coaching?    ◦ People are hungry for it    ◦ It allows them to own their part of the change    ◦ It distributes th...
   Change comes at the cost of the familiar   Even if the old way of doing things is not great,    people WILL hang on a...
Concepts to Embrace
 Traditional   project management focuses on: ◦ Scope, schedule, resources, budget ◦ Details out the Who, What, When, Whe...
   Know your Organizational Structure-vision, culture,    strategy that drives decisions around what gets    done   Be s...
   You have the ability to get things done through    Influence Strategies   Be aware of Ability Blocks and their types ...
Thank you for being here today!            Beth Barrett Consulting             Biz phone/cel 505.220.3236          E-mail:...
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The Other Side of Project Management

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The Other Side of Project Management

  1. 1. February 23, 2012
  2. 2.  Driven by a need: business or government/regulatory Involves stakeholders, both internal and external to the organization Has a distinct beginning, middle and end point Is usually funded by a combination of capital and operating budgets May include a governance structure, depending on project size/complexity
  3. 3.  The Why/Project Charter-why this project is this being funded/schedule, expected outcomes The What/Managing Scope-what you have agreed to do (and not to do!) The Who/Resource & Vendor Management-ensuring you have all the right/enough resources to do the project The What and The When/Project Plan-The milestones, tasks and deliverables to be able to track & deliver the project The How/Project Budget-includes vendor costs, capitalized labor, operational costs and all other project expenses
  4. 4.  Software changes may require process/workflow changes that accompany the change being planned May require setting up new organizational structures to support the change Will help to establish the metrics- how do we know that we are successful? Process work may continue after a project is completed
  5. 5.  You as the monitor of how your project fits into the organizational Strategy You as the person who must Manage without Authority You as the Manager of Stakeholder Relationships You as the Change Agent You as the voice to ask when something no longer makes sense
  6. 6.  Program developed by the Stanford Center for Professional Development and IPS Solutions, LLC Described as more “strategic” than tactical Works well in tandem with traditional project management practices (PMI) Focuses on some of the “softer side” of the project management role Provides additional tools/approaches to managing relationships, managing change, influencing others
  7. 7. Converting Strategy to Action
  8. 8.  Projects don’t fail because of unrealistic timelines, lack of resources, or funding constraints Projects fail because they don’t align with an organizations strategic goals and direction Project managers may find the challenge of speaking up when the priorities have changed
  9. 9.  Includes the strategic to the tactical and their inter- relationships Six Major of the framework include: 1. Ideation- conceptualization: purpose, identity, and long range intention 2. Nature – natural tendencies: culture, structure and strategy 3. Vision – present to the future: goals, metrics and strategy 4. Engagement – putting the strategies to work: strategy and portfolio 5. Synthesis- monitoring of work through strategy: portfolio, programs and projects 6. Transition- moving to operations: programs, projects and operations
  10. 10.  Understanding what the short and long term strategies are, and where your project fits in If the strategy changes during the course of your project- does that change anything for you? Immediate impacts from changes in strategy include resource reallocation & funding issues If your project DOES NOT align, ask that it be evaluated for postponement or cancellation
  11. 11. Managing Without Authority
  12. 12.  Business Dynamics – the focus and competitive necessities Social Dynamics- Expertise, Trust, and Communication Networks Individual Dynamics- a persons background, priorities, concerns, interests, etc. Influencing Skills- how you can influence people and build credibility
  13. 13.  Expertise Network- expertise or technical Trust Network – your confidants and mentors Communication Network- the people you work with every day
  14. 14.  Good networks are key to a successful project management (and life in general!) They will be even MORE important when things don’t go as planned You need to have your own Expertise and Trust Networks You should be part of others Expertise and Trust Networks
  15. 15.  The Four Influencing Strategies:1) Liking – people say yes to those they like2) Reciprocity – paying back in kind3) Consistency- living up to one’s word4) Social Proof- looking to others for reaction
  16. 16.  Inconvenience Blocks–based primarily on motivation Difficulty Blocks- usually a mix of problem, which may also reduce motivation Impossibility Blocks- pure ability, solving motivation will not help
  17. 17.  Ways to over come blocks include: ◦ Leveraging your Trust and Expertise networks to determine the type of block ◦ Asking for ideas or throw out your own ◦ Ask for more help ◦ Reduce the pressure ◦ Ask what has been done so far? Solving the Ability Block problem may practically lead to changes you may need to make to move forward
  18. 18. Building WinningStakeholder Commitments
  19. 19.  Stakeholders- anyone who has an investment in what you are doing and it’s intended outcome Internal stakeholders often include: - Executive Sponsor - Project Owner - Management Team - Project Team - Impacted Departments - Employees External stakeholders often include: -Customers - Regulatory agencies - Business partners - Vendors/Contractors
  20. 20.  Spend time understanding your stakeholders- build trust Spend time up front-ask critical questions about communication strategy Determine how “bad news” needs to be delivered Leverage existing structures like weekly meetings, status reports, etc. Look for the gaps Once you know what is needed, create a stakeholder management plan
  21. 21.  Keep it Simple Content Considerations: ◦ Stakeholder Details- is it a person, a group, and community? ◦ Type of Relationship – do you look to them for support or do they look to you for updates? ◦ Communication Preferences- e-mail, status reports, weekly meetings ◦ Media Options (i.e. web pages, newsletters, blogs, etc.) ◦ Trigger Points (i.e., change in schedule, funding requests, vendor change) ◦ How you will determine if your plan is working- stakeholder satisfaction
  22. 22. Leading Change from the Middle
  23. 23.  In most cases, your project is going to lead to some sort of change within an organization It may lead to: ◦ New tools that will need to be learned ◦ New processes, a change in process, or an elimination of certain processes ◦ Changes with organizational structure ◦ Changes within the workforce
  24. 24.  Change brings up emotion, especially fear Nostalgia for the way things were System of change is bigger than the individual
  25. 25.  You MUST be the one to articulate the one compelling direction You MUST be able to navigate through period of challenge and uncertainty You need a one liner, an “elevator speech” so it can be easily remembered and shared It should bring feelings of excitement It should be started early in the project, and be reinforced the duration of the change
  26. 26.  It gives you your cues, and also tells you what it is not ready for Listen deeply to the champions, as well as the resistors/detractors Find the common aspirations- we all want to do a better job
  27. 27.  Why coaching? ◦ People are hungry for it ◦ It allows them to own their part of the change ◦ It distributes the change ownership through the system ◦ It helps to link the actions you are working to achieve, to what they are most motivated about ◦ It is a tool for accountability
  28. 28.  Change comes at the cost of the familiar Even if the old way of doing things is not great, people WILL hang on as it’s familiar People have a hard time moving forward if they are stuck in the past Create a process to acknowledge, honor, and to let go of what must die
  29. 29. Concepts to Embrace
  30. 30.  Traditional project management focuses on: ◦ Scope, schedule, resources, budget ◦ Details out the Who, What, When, Where, How & Why ◦ Frequently includes process work that drives change Advanced project management concepts include being aware of the “big picture” and tools for projects within complex environments
  31. 31.  Know your Organizational Structure-vision, culture, strategy that drives decisions around what gets done Be sure to understand how your project fits into the Strategic Goals and portfolio-don’t be afraid to speak up when things no longer make sense Create and maintain Expertise and Trust Networks
  32. 32.  You have the ability to get things done through Influence Strategies Be aware of Ability Blocks and their types so you know how to work to overcome them Take the time to create winning Stakeholder Relationships -create a plan Leading Change from the Middle - use some of the key strategies to help navigate the change
  33. 33. Thank you for being here today! Beth Barrett Consulting Biz phone/cel 505.220.3236 E-mail: bethbarrettcons@comcast.netLinked In: www.linkedin.com/in/bethbarrettconsultingllc

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