NDS, a leader in digital pay-TV solutions, implemented several initiatives to enhance its project management processes and respond more efficiently to changing demands. It created a Steering Group to develop strategic objectives. Key interventions included a Project Management Code of Practice to standardize processes, soft skills training to improve team collaboration, and accrediting managers. NDS also developed a future capability roadmap to handle increasing project complexity and growth. The initiatives aimed to make NDS more adaptable, profitable and better able to satisfy customers.

1. 30 SEPTEMBER 2011 | www.pmtoday.co.uk
Companies today face increasing pressure across all
divisions, including project management, to run operations
more efficiently, at a lower cost point and with greater
speed. NDS, a leader in the delivery of digital pay-TV
solutions, is no different. With the goal of continuing
to improve the company’s ability to respond to change
and innovation, NDS recently set out to enhance its PM
processes.
NDS cover a wide span of security, enabling technologies,
and interactive applications for TV platform operators,
content owners and broadcast channels worldwide.
The company focuses on ensuring the secure delivery of
content, with advanced and interactive features, to TV
set-top boxes, digital video recorders, PCs, mobile and
multimedia devices to customers worldwide. ‘The industry
we are in is fast moving and has demanding customers.’
As we approached this initiative it became clear there must
be a mechanism that ensures senior management agrees
with the strategic goals and objectives throughout the
process. We created the Steering Group, made up of key
stakeholders from across the world. The next step was to
develop strategic objectives. For NDS, our objective was
to enhance the company’s efficiency, profitability and
customer satisfaction. To do this we identified three key
quick win interventions; the development of a Project
Management Code of Practice (CoP), soft skills
development using the Strengths Deployment Inventory
and the PMP Accreditation of project and program
managers.
The second objective was implementing a future
capability roadmap to handle the projected substantial
growth in the number and complexity of projects and larger
programs, as well as the integration and management of
other suppliers. Working with Team Animation (TA) we
developed a roadmap to achieve this vision, and outlined
the benefits from which we believed we could achieve.
Project Management Code of
Practice –The CoP
We began with a formalised approach to the management
and governance of our projects through the introduction
of a Project Management Code of Practice (CoP). The
CoP provides consistent standards and models what
Tuning into
a Dynamic
Marketplace
Steve Hastie NDS Donnie MacNicol Team Animation

2. www.pmtoday.co.uk | SEPTEMBER 2011 33
‘good’ looks like, empowering project managers to
take ownership and lead their teams; inspiring all those
involved in delivery. The CoP also provides a single point of
reference for performance management, which is critical
when looking to embed new behaviours.
A series of workshops were held with the Steering Group,
to build out the CoP. The CoP effort was initially developed
for the NDS’ Professional Services division, a team of more
than 350 experienced professionals that work closely
with pay-TV operators. Later this summer, the CoP was
introduced globally. Figure 1 shows the cover of the CoP.
An enterprise version is being developed which will be
rolled out to other areas of the business during Q4 2011.
The document is based on internal contextual experience
and knowledge provided by NDS, married to project
management expertise, provided by TA’s Trevor Band, and
behavioural expertise from TA’s Donnie MacNicol.

Figure 1 Project Management Code of Practice (CoP)
For NDS, the CoP is being introduced internally, at the
same time as project assurance work on customers’
critical projects and programs are being implemented.
This provides an important feedback loop to the CoP
development, as well as having the CoP provide immediate
efficiencies to the teams in the field. For example, during
the piloting of the CoP, planning was identified as an area
for immediate development. Workshops were designed
and are now piloted in the UK in August and California
in September. NDS developed a group of Expert Planning
Coaches. This group will host the planning workshops and
focus on the development of their individual and collective
knowledge and expertise through sharing and supporting
as part of a Community of Practice.
This is designed to enhance the learning, development
and motivation of the PM community. This is especially
advantageous when the company spans multiple locations
or countries. Experts are identified who will champion
specialised PM areas of focus (e.g. planning and Soft
Skills), ensuring distribution of best practice internally,
and employees are able to work directly with experts from
across the PM community. The end goal is to have PMs
adopt, contextually adapt and implement successfully the
best PM practices for the benefit of the end customer.
Soft skills development
using the Strengths
Deployment Inventory
The economic pressures of today’s business climate often
result in project managers working through remote, virtual
teams, in different organisational cultures and across
national boundaries. It is therefore critical that they have
a common terminology and the capability to build strong
and sustainable relationships allowing them to influence
others effectively. By bringing together the teams for a
condensed, two-day period, we were able to improve the
team’s ability to work together. The workshop TA designed
included topics covering communication and influencing,
listening, managing conflict, mentoring and transitioning
between roles. Each seminar was adapted to the needs of
the particular group by capturing their unique challenges
and personal objectives.
A common structure was introduced through all discussions
and exercises. This was the Strength Deployment Inventory
(SDI), which has been used by TA over the last five years
in over 100 developmental workshops. The underlying
assumption is that all human beings need to interact
with others in a way that makes them feel good about
themselves. The SDI looks at employee motivations when
things are going well and when faced with conflict and
opposition.
The SDI distinguishes a person’s underlying motivation by
introducing four main Motivational Value Systems (MVS),
which describe how individuals seek to be valued by
themselves and others, in all life situations (see Figure 2).
The TA’s MVS defines this as:
l of genuine help to others – BLUE
l focused on achieving results and
task accomplishment – RED
l self-reliant and orderly – GREEN
l part of an effective group – HUB

Figure 2 Motivational Value Systems (MVS). Personal
Strengths.
The SDI
distinguishes
a person’s
underlying
motivation by
introducing four
main Motivational
Value Systems

3. 34 SEPTEMBER 2011 | www.pmtoday.co.uk
Employees that are aware of their own MVS and that are
encouraged to identify other’s MVS allows them to choose
the way in which they interact with a person. Using
Figure 2 allows project teams or management groups
to view each other’s MVS. This allows them to see their
diversity, explore how this can be a source of strength, and
highlights how these same differences could inadvertently
lead to misunderstanding and conflict with others. A range
of exercises were used to reinforce these points.
Throughout the seminar practical examples of how a
person’s MVS affected the way in which projects are
managed and how project management processes and
tools are adopted, used and sustained were demonstrated.
For example, there are an infinite number of variations
in the way people perceive a risk, and assess its impact
and probability, before identifying appropriate courses
of action. It is therefore critical that the PM appreciates
these differences and implements a process that engages
the different team members and uses this diversity.
For example, if risk is managed by a Green MVS, then
the identification, recording, assessment and on-going
management could potentially be done in a far more
structured and thought-through manner than if another
MVS had the responsibility.
Once the seminars are given and the data collected, the
communication mechanism used within the team can be
modified. In the case of NDS, the seminar was delivered to
around130peopleglobally.Interestingly,alargepercentage
of the project community was found to have, or be very
close to, a HUB MVS. This knowledge shaped the approach
taken for working together, including communication and
decision making on projects (e.g. focus was on flexibility,
consideration of options, group discussion, and need to
build consensus).
The seminars were delivered in the UK, US, China, South
Korea, Israel, France and India, on multiple occasions.
Insights were gained into how different national cultures
perceived colleagues in other countries. For example, if you
asked a UK group for their perceptions of their colleagues
in the following countries, these were the following broad
perceptions:
India had a Blue MVS as people rarely challenged
deadlines or requirements that had to be met
even although there were risks associated with
delivery;
Israel had a Red MVS as they were by comparison
more comfortable with raising issues openly and
challenging individuals directly; and
France had a Green MVS as they wished to have
additional information on which to base decisions
and expected time to reflect.
The seminars were highly intense and experiential in nature
with minimal formalised lecturing. Providing personalised
and team SDI reports can provide the basis for discussion
during the many exercises. Different instructional methods
can be employed, including completion and continuous
reference to learning sheets, interactive group exercises
and discussions, personal reflection, feedback and paired
exercises / coaching. Company specific case studies and
role plays can also be used to great effect.
Critically, to ensure that value was achieved from the
investment in Soft Skills, a series of on-going interventions
should be planned and supported through the Community
of Practice, described earlier. Finally, the Soft Skills seminar
can be used to gain Registered Educational Provider status
from PMI, as the program was seen as best practice within
our organisation.
Future capability roadmap
In addition to the steps taken above, there is a need for a
longer-term programme of change. Senior management
must show this is a priority. For NDS, the Steering Group
has provided the direction and governance, supported by
board level sponsors. Each new project is being led by a
small team responsible for developing the initial concepts
and plans.
At the heart of the programme is the Career Development
Framework and associated Performance Management
process. Its development and planned introduction during
2012 will provide a range of benefits, including ensuring
consistency and visibility of how people are assessed and
promoted, providing individuals with a clear career path,
and direction and control over the progression of their
career – key aspects to an engaged and motivated PM
community.
A Project Complexity Model is being developed which will
allow informed decisions to be made regarding the level
and form of governance of projects and the allocation of
project staff – the right project manager, at the right time,
on the right project.
Other programs that companies could considered
include: Customer Relationship Management, Resource
Management (the balancing of demand, capacity and
capability) and perhaps even the development of Project
Management Office function.
Practising what we preach
Each company has its own internal personality. Naturally,
the programs we have described would need to be
adapted to reflect that personality. It is a constant process,
but one that we believe results in a stronger company,
better armed to adapt to the changing marketplace we
are all competing in. We look forward to sharing more at
Project Challenge in September. We are working together
with experienced and trusted partners to make our vision
a reality ‘one day at a time.’ We recognise it is easy for
people to talk about change but hard to make it happen.
Together we are tackling all of this and look forward to
the end result.
There are an
infinite number
of variations in
the way people
perceive a risk
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