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Success stories Shared - Talk at PMO Forum, Western Cape, South Africa

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Insights from a talk at a PMO Forum making a case for Lessons Learned, retaining the knowledge and experience, how the PMO can promote learning , as well as examples of a story-based approach to lessons learned.

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Success stories Shared - Talk at PMO Forum, Western Cape, South Africa

  1. 1. Success Stories Shared Share Experiences and Promote Learning Linky van der Merwe Louise Worsley May 2016
  2. 2. “Failure is instructive. The person who really thinks, learns quite as much from his failures as from his successes.” ― John Dewey
  3. 3. AGENDA • The case for lessons learned • Best practice and a case study • Success Stories Shared feedback • How can the PMO promote learning? • A Lessons Learned experience 3
  4. 4. PMI – Pulse of the Profession ‘16 • PMO aligned with strategy – 27% more success • Engaged sponsor, 65% more projects are successful • Executives & PMO Directors agree 4
  5. 5. Lessons Learned 5
  6. 6. Lessons Learned but Knowledge Lost! 6
  7. 7. Lessons Learned Contributes to Success 7
  8. 8. Case Study: London 2012 Olympics Learning Legacy Project • Olympic Delivery Authority (ODA) Reports & Information • Categorised into ten themes London 2012 Construction Project • Reports, Tools • Templates, • Case studies • research summaries http://learninglegacy.london2012.com
  9. 9. Success Stories Shared Feedback 9
  10. 10. Success Stories Shared Vision in 2012 • Launch Success Stories Shared Mission • Share learning through story-telling Publish • Publish Success Stories for access by PM community and to use for references 10
  11. 11. Lessons Learned Framework Approach to collect stories 11
  12. 12. Lessons Learned Process Stories are collected from different sources: • PMs from all sectors with 5-10 years+ experience 12
  13. 13. Success Stories Interview Consider a project or programme you have been involved with, considered to have been particularly complex or challenging. 13
  14. 14. SSS Participants City of Cape Town Old Mutual Engen Sanlam Eskom Murray & Roberts Woolworths Maersk Cerillion IQ Business 14
  15. 15. Published Stories
  16. 16. MyCiti: Cape Town IRT Source: Reggie Springer Manager: Industry Transition Transport for Cape Town Implementation is accepted and supported by taxi and bus services impacted by new IRT
  17. 17. MyCiTi Bus Project Analysis Separate stream within overall programme • Driven by CSF: “Taxi & bus service committed to new service” • Skills of relationships building and facilitation • Stakeholder-led solutions
  18. 18. How can the PMO promote learning? 18
  19. 19. Do we learn from the past? Adoption rates of lessons identified are low …  Easier to identify a lesson than to get an organisation to implement a useful solution  When you uncover a problem, you call into question the wisdom of earlier decisions  Excuses, creative explanations emerge if a lesson learned threatens a cherished process  Project managers learn by doing  Lessons learned done at the end when everybody is rushing off 19
  20. 20. The Case for the PMO role 20 “PMs are passionate abut their projects: however, they often rely on their expertise and are unwilling to share and seek knowledge from other colleagues” “Retrospective learning not performed enthusiastically by project managers” Knowledge brokering means bringing relevance to the sharing of knowledge and experiences Desouza, K.C. and Evaristo, J.R., 2006. Project management offices: A case of knowledge-based archetypes. International Journal of Information Management, 26(5), pp.414-423.
  21. 21. Opportunities for Lessons Learned? Internal • Project check points • Health checks • Internal PM forums • PMO practices sharing • Informal forums • Job shadowing • Peer reviews External • PMO sharing • Online network groups • Conferences – case studies • Conferences - networking 21
  22. 22. Organisational knowledge management  Must retain project histories  Should post project mortems  Manage database of process improvements  Manage a risk database PMO driven  Formal feedback within 3 weeks  Ensure question is asked, “What did we do last time?” at the beginning of every project From knowledge collector…
  23. 23. Communities of practice  Must leverage knowledge  Community BoK, stories, examples  Relationships and sense of belonging Practice driven  Informal sharing of stories  Engage groups in learning identification to develop community to knowledge broker…
  24. 24. A Lessons Learned experience 24
  25. 25. A great steering group 25 In 2005 according to a government report, two thirds of private money in SA banks belonged to males. Despite representing over 50% of the population only one third of assets were owned by women, and even less by previously disadvantaged or non-white females. The Presidential working group on Women (PWGW) was set-up to work on issues specific to Women. A sub-set of this group were tasked with identifying and developing financial solutions specifically suited to the circumstances of women in South Africa, with an aim to empower them and shift the balance of assets.
  26. 26. Consider • Is this a successful steering group? Why? • What actions were taken by the project manager to promote the effective working of the steering group? • In what types of projects do you think this approach would work? Would not work? • Could this work in your environment? Why or why not? 26
  27. 27. www.virtualprojectconsulting.com www.pi3.co.za 27
  28. 28. References 1. PMI Pulse of the Profession 2016 Report Retrieved 2016 from: www.pmi.org 2. PDU4PM.com Retrieved 2016 from www.pdu4pm.com 3. Retrieved 2012, from APM blog: http://www.apm.org.uk/ 4. Cranfield University School of Management retrieved from: www.cranfield.ac.uk 5. Virtual Project Consulting blog retrieved from www.virtualprojectconsulting.com 6. Desouza, K.C. and Evaristo, J.R., 2006. Project management offices: A case of knowledge-based archetypes. International Journal of Information Management, 26(5), pp.414-423 28

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