![[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Amanda Comber, Rabobank International](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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- 1. Implementing Prince2 Evolution & Acceleration 22 September 2005 Amanda Comber, Rabobank International
- 8. Evolution not Revolution Amanda Comber, Rabobank International Board Project Managers Project Team Members Team Leaders
Editor's Notes
- Implementing Prince 2 September 23 2005 Rabobank
- Implementing Prince 2 September 23 2005 Rabobank
- Implementing Prince 2 September 23 2005 Rabobank Basic Set Up Focus on control of massive changes going on in org – GFM business My Friend – to keep me company/will prob exhaust us all
- Implementing Prince 2 September 23 2005 Rabobank Now prob with Project Control – it was set up focussed on ‘financial control’ rather than ‘project management control’ Managing Board were concerned about the huge investments that were as a consequence of the changes – wanted assurance about the amount of money being spent = control over agreement of Project costs – monitoring and project progress – but ultimately controlled little else and projects either spend a lot or were late deliveries or failed!
- Implementing Prince 2 September 23 2005 Rabobank Trigger = big change Re-org including 20% cut in cost base Huge focus to ensure all projects would deliver this ambitious cut Every project had to fit into this mandate
- Implementing Prince 2 September 23 2005 Rabobank Obvious choice! Simple Answer – why reinvent the wheel? Everyone know Project Mgmt is common sense – just nobody can agree what that is…Prince provides the structure Why Prince – could take up to 2 hrs of convincing – especially mgmt! Interestingly –cant remember exactly when this changed but after about 18 mnths this ‘argument disappeared and widespread acceptance was adopted through the company – high level sponsorship/critical mass/project managers selling the story.
- Implementing Prince 2 September 23 2005 Rabobank Understanding Rabo culture – very cooperative –everyone has a say - Joint Decisions – culture is everything This was never going to be a ‘tell em from the top’ scenario Given a clear mandate from my mgmt ‘Evol not Rev’, No big bang, convince the shop floor first
- Implementing Prince 2 September 23 2005 Rabobank The Missing Layer
- Implementing Prince 2 September 23 2005 Rabobank If I could describe the undercurrents of what was going on at the time this would give you the things to look out for …
- Implementing Prince 2 September 23 2005 Rabobank The magic wand of prince
- Implementing Prince 2 September 23 2005 Rabobank What else we did that has supported the training and help us to reap the benefits of it – the practical elements Not being the police Recognising that Governance, Approach, SU works!
- Implementing Prince 2 September 23 2005 Rabobank
- Implementing Prince 2 September 23 2005 Rabobank SM is a good thing and makes it easier but does not provide all the answers nor does it guarantee cooperation at the deeper level Work with a training company that actively listens and works with you to provide solutions – you pay them enough! Recognise and work with the culture and environment Tip his nose! Practical Prince makes it feel like we have completed the model Guidelines – gave us the street cred and gives lasting & practical support – training is seen as relevant ongoing – how many courses are not treated in that way? In Rabo the PO has to be part of the solution to make it work, enables a shared learning environment ongoing – improves project assurance! -Click
- Implementing Prince 2 September 23 2005 Rabobank Continual tailoring of GL We are in it together – a very ‘internal’ process of change or evolution for Rabo 3 years ago people asked ‘Why Prince’ Now Prince is a by word in RI and an expectation of mgmt that Project Managers are expected live up to and perform Benefiting from the increase in control, awareness and mutual support.