The key to project success is connecting Leadership Behaviours with Project Management Principles, Processes, and Practices

1. Heliotropic Abundance
The key to project success is connecting
Leadership Behaviors with Project
Management Principles, Processes, and
Practice
The use of Heliotropic Abundance moves the
Project Management role to the
Project Leadership Role

2. In Our Short 50‒Minute Crash Workshop
We’ll Focus on …
¨ How project Leadership behaviors in four quadrants
of Heliotropic Abundance enable project success
¨ Learning how organizational practices and
leadership style can explain how success was
exhibited in a case study
Understanding that Principles, Practices,
and Processes of Project Management are
Necessary but Not Sufficient for
Success which Must Be Leadership Based
2

3. Project Leaders Apply Abundance
Principles …
¨ To identify and build sources of strength, resilience, and
vitality rather than simply solving problems and
overcoming difficulties.
¨ Apply 21 principles of Heliotropic Abundance
leadership practices and key techniques can be applied
in any project, in any domain using any project
development method.
¨ Can be much more effective in applying Principles the
Principles, Practices, and Process of Project Management
3

4. Making the Impossible Possible, Kim Cameron and Marc Lavine, 2006
Lessons learned from the cleanup of America’s most
dangerous Nuclear Weapons Plan, described in

5. First, Some Timeless Project
Management Advice From The Past
5
The way to success is …
First, have a definite, clear practical
ideal; a goal, an objective.
Second, have the necessary means to
achieve those ends; wisdom, money,
materials, and methods.
Third, adjust all your means to that
end.
‒ Aristotle

6. 1. What Does DONE Look
Like?
2. How Do We Get to DONE?
3. Is There Enough Time,
Resources, And Money To
Get to DONE?
4. What Impediments Will Be
Encountered Along The
Way to DONE?
5. What Are The Units Of
Measures For Progress To
Plan for each Deliverable?
All Successful Projects Provide Credible
Answers To These 5 Questions …
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Performance-Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013

7. I ‒ What Does Done Look Like?
§ Develop a list of features or deliverables
and describe the technical capabilities for
each in units of measure meaningful to
the decision makers.
§ Model the interdependencies between
these deliverables.
§ Develop the Measures of Effectiveness
and Measures of Performance and Key
Performance Parameters for each
Capability
7

8. “Done” Provides a Capability to Do
Something
8

9. II ‒ How Do We Get To Done When
Needed for the Planned Cost?
Build a Plan and a Schedule for the work to
be performed.
Define “packages of work” for all the
activities with deliverables defined as “exit
criteria”
Link the Accomplishment and Criteria
vertically First and then link the Work
Packages horizontally
9

10. III ‒ Do We Have the Resources To
Reach Done?
List the needed staff and materials for the
project.
Assign these staff and materials to the work
packages
Estimate the cost of the staff and materials
and the impact of this variance on the total
project cost and delivery schedule
10

11. IV ‒ What Are The Impediments to
Reaching Done?
Make a list of risks and rank them by
priority.
Assess impact on cost and schedule for each
risk and the dependencies of these risks on
external and internal drivers
Assess the probability of occurrence and
the probabilistic impact on cost and
schedule impact, cost of handling, and cost
of the residual risk after handling
11

12. All Risk Comes From Uncertainty
If you take away only ONE idea from this session, this should be it
Risk management is project management for Adults ‒ Tim Lister
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13. V ‒ How Do We Measure Our
Progress Toward Done?
§ Describe the outcomes of the work effort
using language the customer understands
§ Assign Technical Performance Measures
to the Deliverables
§ Assign Measures of Performance,
Measures of Effectiveness, Key
Performance Parameters, and Integrate
these throughout the project
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14. 14
Apply Continuous Risk
Management to each
Performance Based Management
process area
Identify Needed
Capabilities needed to
achieve the project
objectives or the end state
for a specific scenario.
Elicit Technical &
Operational Requirements
needed for the system capabilities
to be fulfilled.
Establish Performance
Measurement Baseline time–
phased network of work
activities describing the
work to be performed
Execute Performance
Measurement Baseline
activities while assuring
technical performance is met
I II
III
IV
V

15. I ‒ Identify Needed Capabilities
“Planning, under uncertainty, to provide capabilities
suitable for a wide range of modern-day challenges
and circumstances while working within an economic
framework that necessitates choice.”
By Identifying the needed capabilities, the technical and
operational requirements can be traced from the
Measures of Effectiveness (MOE) to each deliverable in
the Integrated Master Plan and Schedule.
Capabilities state the “why” of the system.
15
† Analytic Architecture for Capabilities-Based Planning, Mission-System Analysis, and Transformation, Paul Davis, RAND, 2002

16. Identify Needed System Capabilities
16
What Should We Do?
Where Are We Now?
Abstracted from:
“Capabilities‒Based Planning – How It Is Intended
To Work And Challenges To Its Successful
Implementation,” Col. Stephen K. Walker, United
States Army, U. S. Army War College, March
2005

17. II ‒ Establish the Technical and
Operational Requirements to
Deliver the Needed Capabilities
Technical and Operational requirements are the basis
of Work Packages and Planning Packages and the
work efforts needed to produce the deliverables from
these Packages.
These deliverables fulfill the technical and operational
requirements needed to deliver the system
Capabilities.
Tracing Capabilities to Requirements and back again,
assures each requirement has a “home” in the system.
17

18. Identify Requirements That Delivery
Capabilities
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19. III ‒ Establish the Performance
Measurement Baseline
The Performance Measurement Baseline (PMB) is the integration
of scope, schedule, cost used to assess progress to plan with
measures of physical percent complete for the Effectiveness and
Performance of the delivered Capabilities.
Starting at the Work Package level, a pre–defined performance
measure is established.
During the performance period assessment of “progress to plan”
produce measures of Physical Percent Complete.
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20. Three Elements of the Performance
Measurement Baseline
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Cost Baseline
Schedule Baseline
Technical Baseline
Determine
Scope and
Approach
Develop
Technical
Logic
Develop
Technical
Baseline
Develop
WBS
Define
Activities
Estimate
Time
Durations
Sequence
Activities
Finalize
Schedule
Identify
Apportioned
Milestones
Determine
Resource
Requirement
Prepare
Cost
Estimate
Resource
Load
Schedule
Finalize
Apportioned
Milestones
Determine
Funding
Constraints
Approve
PMB
Perform
Functional
Analysis

21. IV ‒ Execute the Performance
Measurement Baseline
Using the Performance Measurement Baseline (PMB), each Work
Package must start as planned, complete on or near the planned
date, and produce the planned technical performance.
This is the key to success for any credible Performance Based
Management plan.
In the absence of this, the project is behind schedule, over budget,
and non–compliant with the technical goals.
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22. Physical Percent Complete is the Only
Measure of Progress to Plan
¨ Physical Percent Complete means tangible evidence
of progress to plan.
¨ This evidence is defined before the work starts in units
of measure meaningful to the decision makers.
¨ Number of working products delivered as planned
¨ Technical Performance Measures met as planned
¨ Compliance with any specification, within error bands
22

23. V ‒ Perform Continuous Risk
Management
CRM describes the underlying principles, concepts, and functions
of risk management and provides guidance on how to implement
it as a continuous practice in projects and organizations.
23

24. Perform Continuous Risk Management
24

25. 5 Immutable
Principles
5 Practices of Performance-Based Project Management®
I
Identify Needed
Capabilities
II
Establish
Requirements
Baseline
III
Performance
Measurement
Baseline (PMB)
IV
Execute the PMB
V
Continuous Risk
Management
Where are we
going?
ConOps, SOO,
SOW
Technical and
Operational
Based Plan
Incremental
Maturity
Measures
Physical Percent
Complete
Risk
Identification
How are we
going to get
there? Integrated
Master Plan
(IMP)
Work
Breakdown
Structure Integrated
Master
Schedule (IMS)
Iterative and
Incremental
Delivery
Risk
Analysis
What do we
need along the
way?
Resource
Management
Plan
Future
Performance
Forecasting
Risk
Handling Plans
What
impediments will
we encounter
along the way?
4 Levels of
Uncertainty:
1) Variance
2) Foreseen
3) Unforeseen
4) Chaos
Technical and
programmatic
Risk handling
assigned to all
WBS
deliverables
Risk adjustments
to cost and
schedule
measures
Risk adjusted
Performance
Measurement
Baseline
Risk
Tracking and
Reporting
How do we
measure
progress?
Measures of
Effectiveness
(MoE)
Measures of
Performance
(MoP)
Technical
Performance
Measures (TPM)
Earned Value
Management
(EVM)
Risk
Control
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26. With the Principles, Processes, and
Practices of Traditional Project
Management Established …
… Let’s Applying Heliotropic
Abundance to Increase the
Probability of Project Success
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27. 27

28. Abundance Principle of Successful
Project Management
¨ Strive for positive deviance, pursuing the best of
the human condition and working to fulfill the
highest potential of the organization.
¨ Focuses on:
¤ Resilience
¤ Flourishing
¤ Vitality
¤ Extraordinarily positive individual and organizational
outcomes
28
28

29. The Ordinary Approach to Project
Management †
¨ Identify and define the problem accurately.
¨ Generate alternate solutions to the problem
based on root causes so that convergence on a
solution is not premature.
¨ Focus on evaluating and selecting the best
alternative.
¨ Implement the chosen alternative solution and
follow up to ensure that the problem or obstacle is
resolved.
29
† Leading Change, John Kotter Harvard Business School Press, 1996, Organization Change: Theory and Practice, W.
W. Burke, Sage, 2002, A Primer on Decision Making: How Decisions Happen, J. G. March, Free Press, 1994
Smart Thinking for Crazy Times: The Art of Solving the Right Problems, I. I. Mitroff, Berrett–Koehler, 1998
29

30. The Abundance Approach to Project
Management
¨ Abundance is not a substitute for ordinary
management – it is a supplement for the problem-
solving approach.
¨ Abundance focuses on:
¤ Closing the gaps between acceptable performance
and spectacular performance.
¤ Emphasizes positively deviant accomplishments rather
than normal or expected accomplishments.
¤ Positive possibilities rather than deficits.
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30

31. Conventional Principles
versus
Abundance Principles
31
Conventional Principles Abundance Principles
General Leadership Principles
1 Problem solving and deficit gaps Virtuousness and abundance gaps
2 A single heroic leader Multiple leaders playing multiple roles
3 One leader from the beginning to end A continuity of leaders
4 Congruence and consistency Paradox and contradiction
Principles Related to Visionary and Symbolic Leadership
5
Logical, rational, and sensible visions –
with SMART goals
Symbolic, emotional, and meaningful –
with profound purpose
6 Consistency, stability, and predictability Revolution and positive deviance
7 Personal benefits and advantages Meaningfulness beyond personal benefits
8
Organizations absorb the risks of
failure and benefits of success
Employees share the risks of failure and
rewards for success

32. Conventional Principles
versus
Abundance Principles
32
Conventional Principles Abundance Principles
Careful, Clear, and Controlled Leadership
9
§ Organizational change at the
expense of the people
§ Organizational change for the benefit
of the people
10
§ Commitments and priorities based
on environmental demands
§ Unalterable commitments and integrity
at all costs
11
§ Managing the contract, attaching
resources to performance
§ Managing the contract and ensuring
stable funding
12
§ Ultimate responsibility and
accountability for measurable
success at the top
§ Responsibility and accountability for
measurable success for everyone

33. Conventional Principles
versus
Abundance Principles
33
Conventional Principles Abundance Principles
Collaboration, Engagement, and Participation
13
§Building on and reinforcing the
current culture
§Introducing challenges that the
culture cannot address
14
§Decision making and leadership
starts at the top
§Employee and management in
partnerships in planning, decision
making, training, evaluation, and
discipline
15
§Need–to–know information
sharing and physical separation
§Early, frequent, and abundant
information sharing with colocation
16
§Long–term employment, personal
relations, and use of specialist
§Long–employability, professional
relations, and retraining

34. Conventional Principles
versus
Abundance Principles
34
Conventional Principles Abundance Principles
Rigorous, uncompromising, and results oriented leadership
17
§Managing external
communications
§Openness of messaging through
early and often communications
18
§Keeping critics at a distance §Making critics of stakeholders,
building relationships, and using
positive strategies
19
§Clear, stable performance targets
that meet standard coming from
the top
§Escalating performance,
virtuousness, and positive deviance
targets from multiple sources
20
§Organizational financial benefit
from outstanding success
§Financial generosity and
benevolence with employees

35. Four Quadrants of Performance
Improvement Guided by the
Abundance Approach
Collaborate Create
Control Compete
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36. 36
Long Term Individuality / Flexibility New
Internal
Maintenance Culture Type: CLAN Culture Type: ADHOCRACY
External
Positioning
Orientation: COLLOABORATE Orientation: CREATE
Leader Type: § Facilitator
§ Mentor
§ Team builder
Leader Type: § Innovator
§ Entrepreneur
§ Visionary
Value Drivers: § Commitment
§ Communication
§ Development
Value
Drivers:
§ Innovative outputs
§ Transformational
§ Agility
Theory of
Effectiveness:
§ Human development
and high commitment
produce effectiveness
Theory of
Effectiveness:
§ Innovativeness, vision, and
constant change produce
effectiveness
Culture Type: HEIRARCHY Culture Type: MARKET
Orientation: CONTROL Orientation: COMPETE
Leader Type: § Coordinator
§ Monitor
§ Organizer
Leader Type: § Hard driver
§ Competitor
§ Producer
Value Drivers: § Efficiency
§ Timeliness
§ Consistency and
Uniformity
Value
Drivers:
§ Market share
§ Goal achievement
§ Profitability
Theory of
Effectiveness:
§ Control and efficiency
with capable processes
produce effectiveness
Theory of
Effectiveness:
§ Aggressively competing
and customer focus
produce effectiveness
Incremental Stability / Control Fast

37. Leadership Principles for Project
Success
¨ There are 21 Leadership Principles for the
management of projects using the Heliotropic
Abundance paradigm, grouped in five topics
¤ General Leadership principles
¤ Visionary and Symbolic principles
¤ Careful, Clear, and Control principles
¤ Collaborative, Engaging, and Participative principles
40

38. General Leadership Principles
Conventional Project Management
Principles
1. Problem-solving and decit
gaps
2. A single heroic leader
3. One leader from beginning to
end
4. Congruence and consistency
Heliotropic Abundance Project
Management Principles
1. Virtuousness and abundance
gaps
2. Multiple leaders playing
multiple roles
3. A continuity of leaders
4. Paradox and contradiction
41

39. Visionary and Symbolic Leadership
Principles
Conventional Project Management
Principles
5. Left-brain visions—logical,
rational, and sensible—with
SMART goals
6. Consistency, stability, and
predictability
7. Personal benets and
advantages
8. Organizations absorb the risks
of failure and benets of
success
Heliotropic Abundance Project
Management Principles
5. Right-brain visions—symbolic,
emotional, and meaningful—
with profound purpose
6. Revolution and positive
deviance
7. Meaningfulness beyond
personal benets
8. Employees share the risks of
failure and rewards from
success
42

40. Careful, Clear, and Controlled
Leadership Principles
Conventional Project Management
Principles
9. Downsizing at the expense of
people
10. Commitments and priorities
based on environmental demands
11. Managing the contractor,
attaching resources to
performance
12. Ultimate responsibility and
accountability for measurable
success at the top
13. Adaptability and addressing
work challenges as they arise
Heliotropic Abundance Project
Management Principles
9. Downsizing for the benet of
people
10. Unalterable commitments and
integrity at all costs
11. Managing the contract and
ensuring stable funding
12. Responsibility and accountability
for measurable success for
everyone, including workers,
managers, regulators, community
organizations, and funders
13. Engaging only in value-added
activities
43

41. Collaborative, Engaging, and
Participative Leadership Principles
Conventional Project Management
Principles
14. Building on and reinforcing the
current culture
15. Decision-making and leadership
at the top
16. Need-to-know information
sharing and physical separation
17. Long-term employment,
personal relations, and the use
of specialists
Heliotropic Abundance Project
Management Principles
14. Introducing challenges that the
culture cannot address
15. Employee and union partnerships
in planning, decision-making,
training, evaluation, and
discipline
16. Early, frequent, and abundant
information-sharing with
colocation
17. Long-term employability,
professional relations, and
retraining
44

42. Rigorous, Uncompromising, and
Results‒Oriented Leadership Principles
Conventional Project Management
Principles
18. Managing the media
19. Keeping adversaries at a
distance and using protective
political strategies
20. Clear, stable performance
targets that meet standards
coming from the top
21. Organizational nancial benet
from outstanding success
Heliotropic Abundance Project
Management Principles
18. Openness with the media early
and often
19. Making adversaries stakeholders,
building relationships, and using
positive political strategies
20. Escalating performance,
virtuousness, and positive
deviance targets from multiple
sources
21. Financial generosity and
benevolence with employees
45

43. This is What DONE Looks Like
46

44. 47