Apm opm branch presentation april 2016

Copyright © 2016 Trevor Band
HAPPINESS IS YOUR BUSINESS’S GREATEST WIN-WIN!
“In a sweeping meta-analysis of 225 academic studies, Sonja
Lyubominsky, Laura King and Ed Diener found that happy
employees have on average, 31% higher productivity, their sales
are 37% higher, their creativity is three times higher.”
Harvard Business Review February 2012 Shawn Achor

Organisational Project
Management
…. and why I have stopped reading project
management books
Trevor Band FAPM

Our world
What is Organisational PM?
New perspectives
Q&A
Image courtesy of Somkiat Fakmee at FreeDigitalPhotos.net

The Darker Side Theory of Project Management
The problem of missing
(consistent) project success
in our organisations

Why Projects Fail
1. Link between project and organisation's strategic priorities
2. Project measures of success
3. Senior management ownership and leadership
4. Engagement with stakeholders
5. Skills and proven approach to project management
6. Breaking execution into manageable steps
7. Selecting on price rather than long-term value/benefit
8. Senior level engagement with supply industry
9. Project, client and supplier integration

Projects – An Organisational Perspective

OUR WORLD OF PEOPLE &
ORGANISATIONS

Organisations - Mankind's Journey
Tribal Age
Agrarian Age
Scientific & Industrial Age
Information Age
Violent - crude
Organised - stable
Innovation - markets
Globalisation - internet

Our Age of Mobility, Technology & Confusion
1 in 7 of the global population are on the move
25 billion internet connected devices by 2020 (Gartner)
50% of current jobs will be automated out of existence
Companies are struggling - 50% of 1999 Fortune 500 relegated

On-demand economic forces altering the nature of work
Technology revolution sapping best brains – widening inequality
New expectations and behaviour of the internet “Z” generation
Instability – global banks, Europe, geopolitics, nuclear weapons, ….
Our Age of Mobility, Technology & Confusion

We Must Do Better
“Many people sense that the current way we run organisations has been
stretched to its limits. We are increasingly disillusioned with organisational life”
F. Laloux
13% engaged, 63% not engaged, 24% actively disengaged (Gallup)
In top tech cos only 19% happy, 17% felt valued (Economist Jan 16, 2016)
Failing projects are burning a $3 trillion hole in the global
economy every year (Prof Rodney Turner et al, Perspectives on Projects, Routledge, 2010)

ORGANISATIONAL PROJECT
MANAGEMENT

“Outside-In” Project Management
CONTEXT:
 current
 future
 emotional
LEADERSHIP
ORGANISATION
TEAMS
ESSENTIALS

Creating Work Places Where People & Projects
Thrive
OPM is used by leaders to develop businesses that thrive because
their people bringing complex change and solutions to life
• Organisation Development that reflects the unique/complex dynamics of
projects and project management
• efficiency and health of the organisation as a total and evolving system
• overtly humanistic
• context and customer aligned
• activates learning, creativity and opportunity
• future looking
• engages C-level thinking, emotions and issues

Organisational Project Management – PMI’s View
“OPM is the systematic management
of projects, programs, and portfolios
in alignment with the achievement of
strategic goals…. based on the idea
that there is a correlation between an
organization's capabilities in P3M and
the its effectiveness in implementing
strategy.”
PMI (2003, 2008, 2013)
Management Concepts, 2010,
edited by Hossenlopp R. PMP

FRESH PERSPECTIVES
BEYOND PROJECT MANAGEMENT

Fresh Perspective #1 – Imagining Future Change
“To explore the future, we need to look
at how people are likely to FEEL, as well
as what they THINK. The single word that
will drive the future is EMOTION” P5
Dixon P, Profile Books, 2015
“Any organisation can be affected by
a mild form of collective madness –
the inability to see the wider context.
Leaders lose perspective, narrow
their vision… become rigid in their
thinking” P3

Fresh Perspective #2 – Agile Organisations
New Age
Laloux F., Reinventing Organizations, Nelson Parker, 2014
Holbeche, L., The Agile Organisation, Kogan Page, 2015
“Living entity” - self-organising teams
No management authority
No functions
No job titles – fluid roles – no competition
Radically simplified PM – no project managers
Peer-based performance appraisal

Fresh Perspective #3 – Brain Science
The brain’s primary function is to
keep us safe – much less rational than
we think
People’s brains have developed the
need to be in good relationships
The brain operates efficiently by
making patterns and maps
Trust liberates thinking and creativity
Swart T., Chisholm K., Brown P.
Neuroscience for Leadership.
Palgrave Macmillan, 2015

Fresh Perspective #4 – The Disruptive Sale
Value of insight worth more than price,
product quality or relationship
Teach something new - engage rational and
emotional brain
Greater demand for customisation
Growing expectation of risk sharing
Decisions increasingly consensus based
Use of 3rd parties to navigate complexity Dixon M., Adamson B. The
Challenger Sale. Portfolio
Penguin, 2013

FLEXIBLE BUSINESS
MODEL DESIGN
BUSINESS ALIGNED
CODES OF PRACTICE
AGILE TEAM
ASSESSMENT &
COACHING
SPECIALISED
LEADERSHIP COACHING
& PIPELINE
DEVELOPMENT
Fresh Perspective #5 – Leadership
creating psychological ownership for success & discretionary effort

WHAT NEXT?
ENTERING THE DARKER SIDE – A PERSONAL VIEW

Organisational Project Management
Bodies of Knowledge
Competency Frameworks
Qualifications
Prince2®
MSP®
P3O®
Change Management

Bodies of Knowledge
Competency Frameworks
Qualifications
Prince2®
MSP®
P3O®
Change Management
ORGANISATIONAL
PROJECT
MANAGEMENT

Organisational Development
Strategic alignment
Culture
Leadership and governance
Cross-discipline talent management
Organisational strategy and design
Branding and marketing
Performance management
Best practice benchmarking etc.
“Organisational project management is a new sphere of management where dynamic
structures in the firm are articulated as a means to implement corporate objectives
through projects in order to maximise value”
Aubry, Hobbs, Thuiller, A new framework for understanding organisational project management through the
PMO, IJPM 25(2007) 328-336.
ORGANISATIONAL
PROJECT
MANAGEMENT

HIERARCHIES AGILE (SELF-MANAGED) TEAMS
COMMAND & CONTROL EMOTIONAL ENGAGEMENT
JOBS & RANK FLUID ROLES
PERFORMANCE MGMT CONTEXT CLARITY, PEER PRESSURE
FUNCTIONAL MULTI-DISCIPLINE SKILLS
PRICE/PRODUCT VALUE/INSIGHT
MANAGEMENT TRUSTED “BRAIN SAVVY” LEADERSHIP
INITIATIVES ORANISATION DEVELOPMENT
Organisations Are Changing

Maturing, Not Leading – PM’s $3trillion Crisis
PMs tend to talk to PMs. Our thinking and discussions have plateaued or
become cyclical
Focus on the “expert” - despite organisations struggling to nurture the
leadership, structures, foresight and insight that enables their people to truly
create consistent project success
The PM role remains under-valued in the IT/high tech/creative sectors
The problems of projects rarely excite thinkers outside of project management
The PM profession is disengaged from the C-level and “traditional” professions
The PM profession is under threat from: establishment, content obesity,
disillusionment with PM’s effectiveness, new ways of working

The PM Shift – Change is Urgently Needed
Recognise the “PM Crisis”
Adapt to the declining relevance of PM, as we know it
Resist the tide of Establishment
Reduce ‘Hard Hat’ sector dominance
Create new Organisational Development approaches
Engage cross-disciple expertise
Create a special collaboration with HR
Develop business- and people-aligned language
Reframe our understanding of “project management”

www.whereprojectsthrive.uk

M: 07752 482896
E: tband@montydogconsulting.co.uk
www.linkedin.com/in/trevorband
Contact – Trevor Band

Apm opm branch presentation april 2016

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