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Similar to 4 steps to creating a successful project culture
4 steps to creating a successful project culture
- 1. Project Culture Presented BennyJones Jr. @bennyjonesjr linkedin.com/in/bennyjonesjr bennyjonesjr.name
- 2. About Me • Directorof Web Projects at Embry-Riddle • Work in technology for over 14 years • Work in web technology for over 8 years • Worked for Jacksonville Jaguars during the dotcom • Personal trainer for a couple of years • Lived all over the world including HS in PI • Co-manage a wellness consulting business www.activehealthywell.com
- 3. Agenda • Educating Stakeholders •Getting Buy-in • PMO Pros & Cons • Organizational Maturity • Organizational Strategy & Tools • 4 Steps to Initiate Project Culture • Q & A • Sources
- 4. Disclaimer • Not PMPcertified • Work in specific niche industry that may not be applicable to yours • Do your own research • What I say here is my own opinion and not my employers
- 5.
- 6. Process Groups ProcessActivities Initiation & Planning Develop Charter Preliminary Risk Assessment Stakeholder analysis Communication plan Project Approach, Processes & Tools Project Schedule Project Staffing Execution, Monitor & Control Monitor & control schedule Monitor & control scope Monitor & control budget* Monitor & control quality Manage resources Communication Manage sponsor & stakeholder expectations Manage risks Status Reports Closing “Signoffs” Approvals to close Close budget* Final communications & status reports!! Lessons learned & archive project documents Release resources
- 7.
- 8. “Ninety percent ofglobal senior executives ranked project management methods as either critical or somewhat important to their ability to deliver successful projects and remain competitive, according to the Economist Intelligence Unit survey. “ • ~ Economist Intelligence Report: “PMI: The Value of Project Management”
- 9.
- 10. What successful projectmanagers are made of… 1. The gift of foresight 2. Great organization skills 3. They know how to lead – Especially people who don’t report to them 4. Good communication skills 5. Pragmatic and focus on getting work done 6. Empathetic Reference: http://www.cio.com/article/447182/Six_Attributes_of_Successful_Project_Managers
- 11.
- 12. ““I’m a projectmanager, not a magician. Magicians have way cooler hats.” - Merlin Mann
- 13.
- 14. Sounds like alot of fun???
- 15. Get Buy-in • Willmanagement lose power if projects managed by project managers - management may “perceive” loss of power. • How will project management affect our organization? Customers? People? Profitability? Quality?
- 16.
- 17. Get Buy-in Having theright organizational culture that incorporates project management has the following benefits: 1. Projects will be aligned with corporate strategies, ensuring that business objectives are met. 2. Projects come in on time, so your time to market is improved. 3. Projects come in on budget, potentially saving millions each year. 4. Projects meet customer expectations so customer satisfaction levels increase. 5. Project teams are more effective and efficient, leading to high morale and more dedicated staff. ~ Michael Stanleigh is author of the global report: “2010 PMO Global Study: How a Project Management Office Can Improve Organizational Effectiveness”
- 18.
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- 20. “...80 percent ofglobal executives believed having project management as a core competency helped them remain competitive during the recession…. adhering to project management methods and strategies reduced risks, cut costs and improved success rates —all vital to surviving the economic crisis.” ~ Economist Intelligence Report: “PMI: The Value of Project Management”
- 21. PMO Pros &Cons
- 22. PMO Pros &Cons
- 23. PMO Pros &Cons
- 24. Organizational Strategy &Tools Include: • The “right” reporting structures for projects. • Project prioritization systems to align projects with corporate strategies and business objectives. • Developing the ‘right’ Performance Management to recognize work performed on projects - CMMI. • Integrate Project Management best practices for all projects – PMO. ~ Michael Stanleigh is author of the global report: “2010 PMO Global Study: How a Project Management Office Can Improve Organizational Effectiveness”
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- 31. 4 Steps toChange Project Culture 1. Create a Project Culture Steering Committee 2. Communicate the initiative to the organization. 3. Measure the organization’s current culture against the “ideal” project culture. 4. Develop strategies to close the gap between the current and “ideal” project culture.
- 32.
- 33. Sources • http://globe.erau.edu/four-steps-to-creating-a-successful-project-management-office/ • https://www.wrike.com/blog/essential-elements-perfect-project-plan-infographic/ •https://www.wrike.com/blog/7-tips-for-better-meetings-infographic • http://www.projekti-instituutti.fi/en/organizational_development • http://www.projektinstituutti.fi/en/organizational_development/creating_conditions_for_success • https://www.bia.ca/productive-project-cultures.htm • http://blog.capterra.com/surprising-project-management-statistics/ • http://www.slideshare.net/eraiyayi/the-value-of-a-pmo-and-how-to-measure-it • http://www.cio.com/article/2441862/project-management/why-you-need-a-project-management- office--pmo-.html • http://www.keyedin.com/keyedinprojects/article/why-pmos-fail-5-shocking-pmo-statistics/ • http://agilepainrelief.com/notesfromatooluser/2010/05/agile-retrospectives.html#.VX-IjEbzPwA • http://www.keyedin.com/keyedinprojects/article/7-characteristics-of-a-best-in-class-program- management-office-pmo/ • http://www.cio.com/article/2862078/project-management/how-to-align-projects-management- with-your-business-strategy.html • http://blog.capterra.com/surprising-project-management-statistics/ • http://www.capterra.com/project-management-software/ • http://www.capterra.com/project-management-software/#infographic
Editor's Notes
- #3 Director or Web Projects at Embry-Riddle Work in technology for over 14 years as Sys-Analyst, Biz-Analyst, and LMS-Analyst Work in web technology for over 8 years as web producer and digital project manager Worked for Jacksonville Jaguars during the dotcom Personal trainer for a couple of years Lived all over the world as AF dependent including HS in PI Co-manage a wellness consulting with my wife
- #6 Refer to PMP – Hold the book up Educating stakeholders is important whether its your: project team, stakeholders, boss, the project sponsor or the organization because they need to understand the project management process and the role they have to play in helping ensure the project's success. This requires far less of a time commitment on their part. Example: Merger of IT-Webservices (process and standards) and WW-Webservices (ad-hoc) culture shock Working for someone who does not know PM methods and process can be tiring managing up First edict: no more meetings and pm is 99% about communication - Only one PM per project, supersede causing credibility - Took me two years to educate and train individuals in PM process - Project is a planned occurrence and not a sprint but a marathon Project Manager responsibilities… Project Brief or Business Case Project plan Manage scope, schedule, budget, human resources, quality Keep project on track for schedule and budget Identify and manage risks Project status reports Stakeholders Analysis
- #7 - Here’s what I am talking about when I refer to project management process I like to do what’s right however when the organization isn’t ready for this I do what’s applicable at the time Example: No more meetings: Walkabout instead of project meetings One PM per project to mitigate confusion (ERAU and Campus) PM is not about assigning dates and names How did I succeed: by personality and winning – next slide Project Manager responsibilities… Project Brief or Business Case Project plan Manage scope, schedule, budget, human resources, quality Keep project on track for schedule and budget Identify and manage risks Project status reports Stakeholders Analysis
- #8 Anybody can use MSP but there more to PM than writing lists, you also need to be able to communicate and lead with confidence. One of the reasons I’ve been successful as a PM is because of my interpersonal soft skills being able to be flexible and adaptable If the leadership doesn’t want you to meet you have to adapt and so I did a walkabout instead because PM is 99% communication If you get superseded by anyone your stakeholders and project resources may lose confidence in your ability to lead the project rendering you moot. I have seen this happen: Edith and Phil Project Manager responsibilities… Project Brief or Business Case Project plan Manage scope, schedule, budget, human resources, quality Keep project on track for schedule and budget Identify and manage risks Project status reports Stakeholders Analysis
- #10 How did I succeed: by personality and winning – next slide Anybody can use MSP but there more to PM than writing lists, you also need to be able to communicate and lead with confidence. One of the reasons I’ve been successful as a PM is because of my interpersonal soft skills being able to be flexible and adaptable If you get superseded by anyone your stakeholders and project resources may lose confidence in your ability to lead the project rendering you moot. I have seen this happen: Edith and Phil Project Manager responsibilities… Project Brief or Business Case Project plan Manage scope, schedule, budget, human resources, quality Keep project on track for schedule and budget Identify and manage risks Project status reports Stakeholders Analysis
- #11 Benny Foresight=>As a pm you need to be aware of current and future tasks and anticipate and resolve problems before they arise Organization: Prioritizing tasks and keeping the team focused on milestones and deliverables and staying ahead of the curve and the way to do that is to review project schedules and notes keeping things straight via PM toolset. Leading=>PM’s need to able to influence and inspire confidence in a variety of stakeholders: sponsor, stakeholders, and project team; PM has to be someone that people trust and respect Communication=>As a PM, you’re going to be doing a lot of communication at various intervals to all stakeholders in-person and via email is critical to your success as a PM and being able to discuss the problem within the stakeholders context will go a long way Pragmatic/Analytical=>Focus on getting work done with resources available (ie: sometimes it is just me and a student assistant) Empathetic=>Seek first to understand, Stephen Covey – Can’t influence someone if you don’t understanding what motivates them or what concerns they have is critical to your success in earning the respect and influence of your project stakeholders/resources
- #12 PM is 99% communication from stakeholder analysis to communication planning to managing the resources/project - As a PM you’re the bridge between the sponsor, stakeholders, and project team, you’re job is to keep all parties apprised of all other parties through meetings and status reports IPEC: Initiate – Plan- Execute – Control - Close Risk register Statement of work Requirements documents Change request log Assumption document Communication planning Stakeholder Analysis
- #13 Refer to PMP – Hold the book up PM have capacity too and PM is not about putting dates and names on paper Dates: Project is not about writing dates down on a piece of paper, project managers have to analyze and think about how to communicate and manage a project through it’s life-cycle. - Capacity: PM’s have a capacity too, if I am doing my job right using IPEC, I can’t possible manage 10 projects I am actively managing 3-projects with over 6-10 resources in all projects and if I am following IPEC there’s no way to manage as a methodology and practice – I walk around Wednesdays and work through every project checking with resources and sending project status emails to stakeholders Effectiveness: The further away you get from PM, the less effective you are meaning if I am performing web production in another project, my PM effectiveness goes down across the board managing the other projects cause now I am splitting my time between two unrelated tasks
- #14 PM-Capacity Refer to PMP – Hold the book up Dates: Project is not about writing dates down on a piece of paper, project managers have to analyze and think about how to communicate and manage a project through it’s life-cycle. IPEC: Initiate – Plan – Execute – Control – Close (Wait! Don’t worry about writing this down, we’ll revisit this through the presentation and in SNL2) Initiate: research, requirements, assumptions, risks, documentation Plan: Kickoff meeting, gathering resources, project plan: stakeholder/communication planning Execute: Run and communicate with sponsors, stakeholders, project resources Control: Manage resources, tasks, communications and change requests, expectations Close: get signoff, post go live support, and lessons learned - Capacity: PM’s have a capacity too, if I am doing my job right using IPEC, I can’t possible manage 10 projects I am actively managing 3-projects with over 6-10 resources in all projects and if I am following IPEC there’s no way to manage as a methodology and practice – I walk around Wednesdays and work through every project checking with resources and sending project status emails to stakeholders Effectiveness: The further away you get from PM, the less effective you are meaning if I am performing web production in another project, my PM effectiveness goes down across the board managing the other projects cause now I am splitting my time between two unrelated tasks
- #15 Well that depends on your skill, the project, the organization maturity and management support
- #16 When we merged my boss was thinking about these two questions. Emotional maturity Self-confidence to manage those smarter What are the benefits of project management to the organization? It’s astounding how often this piece is missed. What are the real benefits to the organization? To its future? Its profitability? Its customers and staff? If they have the answers to these questions, then the change will be easier to accept. Research indicates that there are many benefits for organizations that manage by projects such as: increased profitability and customer satisfaction due to more on-time, on-budget, customer-focused project management techniques. However, management must determine its own drivers for change. Are other organizations doing it? Perhaps yes, but so what? Using examples of other organizations is not always a motivator for change. Every organization has different products, customers, culture, etc. It is better to show management the unique benefits to their own organization rather then to attempt to make comparisons to others. Will I lose power as a senior manager to project teams? When an organization creates more work to be done in teams either as a project, for process improvement or reengineering, senior management may sometimes become concerned about a perceived loss of power. While this is usually more their perception than it is reality, management may fear a loss of control because their day-to-day routine and decision-making is taken away and moved downwards within the organization. Project managers need to address this fear by reassuring management about project planning parameters and the control mechanisms that senior management could and should set to ensure they are involved in the “important” decisions, rather than all decisions. Senior management needs time for planning the organization’s future. Project management provides them with a chance to push decision-making down while at the same time establishing control mechanisms and parameters for teams, so they remain in control.
- #17 Top 10 reasons project fail is related to the aforementioned educating stakeholders What are the benefits of project management to the organization? It’s astounding how often this piece is missed. What are the real benefits to the organization? To its future? Its profitability? Its customers and staff? If they have the answers to these questions, then the change will be easier to accept. Research indicates that there are many benefits for organizations that manage by projects such as: increased profitability and customer satisfaction due to more on-time, on-budget, customer-focused project management techniques. However, management must determine its own drivers for change. Are other organizations doing it? Perhaps yes, but so what? Using examples of other organizations is not always a motivator for change. Every organization has different products, customers, culture, etc. It is better to show management the unique benefits to their own organization rather then to attempt to make comparisons to others. Will I lose power as a senior manager to project teams? When an organization creates more work to be done in teams either as a project, for process improvement or reengineering, senior management may sometimes become concerned about a perceived loss of power. While this is usually more their perception than it is reality, management may fear a loss of control because their day-to-day routine and decision-making is taken away and moved downwards within the organization. Project managers need to address this fear by reassuring management about project planning parameters and the control mechanisms that senior management could and should set to ensure they are involved in the “important” decisions, rather than all decisions. Senior management needs time for planning the organization’s future. Project management provides them with a chance to push decision-making down while at the same time establishing control mechanisms and parameters for teams, so they remain in control.
- #18 What are the benefits of project management to the organization? It’s astounding how often this piece is missed. What are the real benefits to the organization? To its future? Its profitability? Its customers and staff? If they have the answers to these questions, then the change will be easier to accept. Research indicates that there are many benefits for organizations that manage by projects such as: increased profitability and customer satisfaction due to more on-time, on-budget, customer-focused project management techniques. However, management must determine its own drivers for change. Are other organizations doing it? Perhaps yes, but so what? Using examples of other organizations is not always a motivator for change. Every organization has different products, customers, culture, etc. It is better to show management the unique benefits to their own organization rather then to attempt to make comparisons to others. Will I lose power as a senior manager to project teams? When an organization creates more work to be done in teams either as a project, for process improvement or reengineering, senior management may sometimes become concerned about a perceived loss of power. While this is usually more their perception than it is reality, management may fear a loss of control because their day-to-day routine and decision-making is taken away and moved downwards within the organization. Project managers need to address this fear by reassuring management about project planning parameters and the control mechanisms that senior management could and should set to ensure they are involved in the “important” decisions, rather than all decisions. Senior management needs time for planning the organization’s future. Project management provides them with a chance to push decision-making down while at the same time establishing control mechanisms and parameters for teams, so they remain in control.
- #19 Capability Maturity Model Integration (CMMI) developed by Carnegie Melon to measure software development process and methods and has been adapted to measure organizational process maturity today. We went from L3 to L1 with the merger Levels can be per department SixSigma: data-driven approach and methodology for eliminating defects Lean methodology: Simply, lean means creating more value for customers with fewer resources. A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste. What are the benefits of project management to the organization? It’s astounding how often this piece is missed. What are the real benefits to the organization? To its future? Its profitability? Its customers and staff? If they have the answers to these questions, then the change will be easier to accept. Research indicates that there are many benefits for organizations that manage by projects such as: increased profitability and customer satisfaction due to more on-time, on-budget, customer-focused project management techniques. However, management must determine its own drivers for change. Are other organizations doing it? Perhaps yes, but so what? Using examples of other organizations is not always a motivator for change. Every organization has different products, customers, culture, etc. It is better to show management the unique benefits to their own organization rather then to attempt to make comparisons to others. Will I lose power as a senior manager to project teams? When an organization creates more work to be done in teams either as a project, for process improvement or reengineering, senior management may sometimes become concerned about a perceived loss of power. While this is usually more their perception than it is reality, management may fear a loss of control because their day-to-day routine and decision-making is taken away and moved downwards within the organization. Project managers need to address this fear by reassuring management about project planning parameters and the control mechanisms that senior management could and should set to ensure they are involved in the “important” decisions, rather than all decisions. Senior management needs time for planning the organization’s future. Project management provides them with a chance to push decision-making down while at the same time establishing control mechanisms and parameters for teams, so they remain in control.
- #20 What are the benefits of project management to the organization? It’s astounding how often this piece is missed. What are the real benefits to the organization? To its future? Its profitability? Its customers and staff? If they have the answers to these questions, then the change will be easier to accept. Research indicates that there are many benefits for organizations that manage by projects such as: increased profitability and customer satisfaction due to more on-time, on-budget, customer-focused project management techniques. However, management must determine its own drivers for change. Are other organizations doing it? Perhaps yes, but so what? Using examples of other organizations is not always a motivator for change. Every organization has different products, customers, culture, etc. It is better to show management the unique benefits to their own organization rather then to attempt to make comparisons to others. Will I lose power as a senior manager to project teams? When an organization creates more work to be done in teams either as a project, for process improvement or reengineering, senior management may sometimes become concerned about a perceived loss of power. While this is usually more their perception than it is reality, management may fear a loss of control because their day-to-day routine and decision-making is taken away and moved downwards within the organization. Project managers need to address this fear by reassuring management about project planning parameters and the control mechanisms that senior management could and should set to ensure they are involved in the “important” decisions, rather than all decisions. Senior management needs time for planning the organization’s future. Project management provides them with a chance to push decision-making down while at the same time establishing control mechanisms and parameters for teams, so they remain in control.
- #21 Transition to PMO: This is indicative of a educated and mature organization who uses PMO’s to their benefit
- #22 PMO function: training, standards, and consistency and Two way to setup Authoritative Clearing house for all projects rank, schedule and prioritize projects) and PMS report to the PMO and CPMO is executive that sits on board Located in a department and PMO rank, schedule and prioritize projects Consultative: two ways Can be one person who manages the center via intranet and online classes Can be PMs who are dispatched from PMO as consultants The setup will be different for every organization based on organizational competency, leadership, industry and structure PMO should report to executive leadership within their department or at the organizational level For ERAU should be Executive committee that decide on projects and PM should sit on the committee Give example of Lift where there’s no sponsor
- #23 What are the benefits of project management to the organization? It’s astounding how often this piece is missed. What are the real benefits to the organization? To its future? Its profitability? Its customers and staff? If they have the answers to these questions, then the change will be easier to accept. Research indicates that there are many benefits for organizations that manage by projects such as: increased profitability and customer satisfaction due to more on-time, on-budget, customer-focused project management techniques. However, management must determine its own drivers for change. Are other organizations doing it? Perhaps yes, but so what? Using examples of other organizations is not always a motivator for change. Every organization has different products, customers, culture, etc. It is better to show management the unique benefits to their own organization rather then to attempt to make comparisons to others. Will I lose power as a senior manager to project teams? When an organization creates more work to be done in teams either as a project, for process improvement or reengineering, senior management may sometimes become concerned about a perceived loss of power. While this is usually more their perception than it is reality, management may fear a loss of control because their day-to-day routine and decision-making is taken away and moved downwards within the organization. Project managers need to address this fear by reassuring management about project planning parameters and the control mechanisms that senior management could and should set to ensure they are involved in the “important” decisions, rather than all decisions. Senior management needs time for planning the organization’s future. Project management provides them with a chance to push decision-making down while at the same time establishing control mechanisms and parameters for teams, so they remain in control.
- #24 According to research PMO return value after 3yrs anything before that is non-starter so company needs to be invested in pm-culture What are the benefits of project management to the organization? It’s astounding how often this piece is missed. What are the real benefits to the organization? To its future? Its profitability? Its customers and staff? If they have the answers to these questions, then the change will be easier to accept. Research indicates that there are many benefits for organizations that manage by projects such as: increased profitability and customer satisfaction due to more on-time, on-budget, customer-focused project management techniques. However, management must determine its own drivers for change. Are other organizations doing it? Perhaps yes, but so what? Using examples of other organizations is not always a motivator for change. Every organization has different products, customers, culture, etc. It is better to show management the unique benefits to their own organization rather then to attempt to make comparisons to others. Will I lose power as a senior manager to project teams? When an organization creates more work to be done in teams either as a project, for process improvement or reengineering, senior management may sometimes become concerned about a perceived loss of power. While this is usually more their perception than it is reality, management may fear a loss of control because their day-to-day routine and decision-making is taken away and moved downwards within the organization. Project managers need to address this fear by reassuring management about project planning parameters and the control mechanisms that senior management could and should set to ensure they are involved in the “important” decisions, rather than all decisions. Senior management needs time for planning the organization’s future. Project management provides them with a chance to push decision-making down while at the same time establishing control mechanisms and parameters for teams, so they remain in control.
- #25 What are the benefits of project management to the organization? It’s astounding how often this piece is missed. What are the real benefits to the organization? To its future? Its profitability? Its customers and staff? If they have the answers to these questions, then the change will be easier to accept. Research indicates that there are many benefits for organizations that manage by projects such as: increased profitability and customer satisfaction due to more on-time, on-budget, customer-focused project management techniques. However, management must determine its own drivers for change. Are other organizations doing it? Perhaps yes, but so what? Using examples of other organizations is not always a motivator for change. Every organization has different products, customers, culture, etc. It is better to show management the unique benefits to their own organization rather then to attempt to make comparisons to others. Will I lose power as a senior manager to project teams? When an organization creates more work to be done in teams either as a project, for process improvement or reengineering, senior management may sometimes become concerned about a perceived loss of power. While this is usually more their perception than it is reality, management may fear a loss of control because their day-to-day routine and decision-making is taken away and moved downwards within the organization. Project managers need to address this fear by reassuring management about project planning parameters and the control mechanisms that senior management could and should set to ensure they are involved in the “important” decisions, rather than all decisions. Senior management needs time for planning the organization’s future. Project management provides them with a chance to push decision-making down while at the same time establishing control mechanisms and parameters for teams, so they remain in control.
- #26 How does your organization select projects: Project strategy and maturity: Project method related to education and maturity - CMMI model – how are projects received?
- #27 How does your organization Rank & Schedule projects: How do you schedule and prioritize projects: Prioritization can help solve resource allocations issues when faced with several high priority projects
- #28 Choose the project software that fits your organizational culture, business model, and requirements
- #29 Choose the project software that fits your organizational culture, business model, and requirements
- #30 Choose the project software that fits your organizational culture, business model, and requirements
- #31 Choose the project software that fits your organizational culture, business model, and requirements
- #32 Step 1: Create a Steering Committee A cross-functional steering committee that consists of a mix of management and staff will lead the project, guiding the approach for the organization. This committee will report directly to their Sponsor, the CEO/President of the organization. It will be important for the Steering Committee to define their purpose, roles and responsibilities as well as their communication strategy and expected outcomes. They will develop sub-committees of staff who will help to manage the on-going project change requirements. Step 2: Communicate the PCI™ to the organization. Once the Steering Committee has undertaken the first step, they will communicate the initiative to the rest of the organization—explaining why it is important and how it will benefit staff. Step 3: Measure the current organizational culture against the “ideal” organizational ‘project’ culture. To measure the base point for the current organizational culture in relation to the “ideal” organizational ‘project’ culture, staff of all levels will be asked to complete a survey. These individuals might spend a lot of time on projects or very little time. They may be a project leader or a project team member. They may be working on a small project on their own or be part of a very large project. They might provide resources to a project but not actually be involved in any project directly. All these individuals should be included to provide a 360-degree feedback view of the current organizational culture with regard to project management. The survey will identify the gaps and where they exist and will also gauge the organization’s readiness for change. Analysis of the results will help the organization to identify the organizational forces likely to drive or impede change and what changes are necessary to close the gap between existing and ideal organizational ‘project’ culture. Step 4: Develop strategies to close the gap between current and "ideal" project culture. It's management's responsibility to determine how to close the gap between the current and "ideal" project culture for their organization.