Five Competencies to Successfully Drive Strategic Initiatives. Jack P. Ferraro PMP, CSM, ACP

Transcription

1 Five Competencies to Successfully Drive Strategic Initiatives Jack P. Ferraro PMP, CSM, ACP 1

2 Outcomes Define the strategic project leader and the industry trends creating the need for them. List the four qualities that distinguish strategic project leaders from project managers Acquire the 5 critical competencies needed for strategic project leadership

3 Are We Relevant? PMI is a registered trade and service mark of the Project Management Institute, Inc Permission is granted to PMI for PMI Marketplace use only. 3

4 Understanding the past helps us prepare for the future A Perspective PM commodization Low cost of communication Emergence of standards and interoperability Availability of highly educated low cost labor Control Your Destiny or Someone Else Will Jack Welsh

5 We don t flip burgers or conduct brain research

6 AI Revolution According to IBM, 2.5 quintillion bytes of data are created every day, and 90 percent of all data was created within the last two years. Artificial intelligence is changing the way lawyers think, the way they do business and the way they interact with clients. Artificial intelligence is more than legal technology. It is the next great hope that will revolutionize the legal profession. sion 6

7 Atlanta 2007

8 A Perspective Employers purged, exploited labor, most held on, complained but complied happy to have a job

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10 Perspective Recovery for some, revive the PMO, let s fill the talent gap

11 Source: In the midst of recession and recovery an elephant in the room emerged

12 Project Manager Role in Scrum Scrum comprises of 70 percent of Agile development practices Tenth Annual State of Agile Development Survey (2016), conducted by VersionOne, (p.2)

13 Scrum doesn t specifically call for a project manager role Don t retrofit project managers into ScrumMasters you ll fail

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15 We Have Been Redefined!

16 A New Perspective Now forget project management, let s just do Agile

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20 Have executives found what they are looking for? People who can lead Strategic Projects by Initiate and sustain change efforts Manage complexity Work across the organization Get the best out of people and grow their capabilities Deliver product, service and results that create value, recognizable benefits

21 Our Opportunity Not to redefine ourselves But to transform ourselves into a new career

22 Leader or Coordinator Leaders Lead strategic projects and work on fewer projects at one time because: Work at a higher level in the organization Facilitate good decision making Understand change management Laser focus on benefit recognition and innovation Coordinators Work on many typical projects at time Track and report on typical projects Distant from the customer s real need Most concerned about weekly status to PMO manager

23 Leadership as a Service Temporary nature of projects create Instability in team relationships Less formal roles, more personal risk Increase ambiguity and risk in the work performed Opportunity Offer services to customers and team members that Stabilize team relationships Facilitate self organization and personal growth Remove ambiguity and risk

24 High Value Chain High Experiences Differentiation Goods Services Customer Interest Materials Adapted from Pine and Gilmore Value Chain Low Low Margin High

25 Leadership as a Service Strategic projects require a level business transformation, Success is dependent on numerous stakeholder working together, stable relationships When you provide a service you create an experience, people remember an experience A positive experience connect people with what can be done These experiences enhance stakeholder s convictions to the strategic initiative Your ability to offer leadership as a service is related to your convictions to the work and desire outcomes

26 The Connection To become strategic project leaders we must offer valuable leadership services To offer valuable leadership services, we must practice service-based project leadership

27 Value in Services The key to value in services is creating a recognizable value proposition through performance. We must find new creative services to satisfy that value proposition emphasizing quality and the experience of the service. This is Service-based Project Leadership

28 Paying with their Time Stakeholders pay for your service with their time. 31

29 When applying Service-based Project Leadership a strategic project leader serves the best interest of all stakeholders and consciously initiate and sustain transformation first through people, beginning with themselves, then through systems, processes, and finally through the organization.

30 Qualities of the Strategic Project Leader Drive Efficiency Embrace Customization Seek Foresight Enable Connectedness

31 Drive Efficiency Seek high value work vs. bogged down with repetitive low value tasks Engage & invest in people looking to rise vs. hoarding work to stay busy Find the best use of resources, starting with their own time and talents vs. playing just the PM role Motivated by a sense of moral and ethical purpose to create a superior value proposition vs. this is what I am paid to do attitude.

32 Embrace Customization Seeks creative ways to adapt tools and techniques to provide value added services vs. just completing the vanilla template Asks stakeholders how will they use deliverables vs. creating deliverables without customer use in mind Take risks to create an experience for stakeholders vs. throwing it over the fence Service value is increased when experiences meet or exceed customer expectations, allowing change to become possible.

33 Seek Foresight Focus on the near-term future vs. constantly reacting to day-to-day events Seek to remove barriers to allow work to flow freely to team members vs. jump starting tasks that are already late. Stay close to project work without being disruptive vs. being aloof or being a meddler

34 Enable Connectedness Use trust and openness to enable rapid self-organization of project team vs. mandating rigid structure of roles and responsibilities Actions are driven by desire achieve a human connection between people vs. actions being driven by fear of failure Encourage others to leave their comfort zone by first leaving their own vs. expecting others to take risks while you constantly mitigate your personal risk

35 Five Strategic Project Leadership Competencies

36 What is a Project?... A Customer Perspective Is unique Need or problem statement Not been done before Requires borrowed resources Has a customer and sponsor Has expected benefits Entails risk Advice and recommendations Strong, trusted relationships

37 Project Manager Perspective Three Critical Leadership Competencies Relating to our stakeholders Trust-based Relationships Leading them without authority Consultative Leadership Accepting the associated risks Courage to change

38 Building Your Five Leadership Competencies Courage Consultative Leadership Trust-based Relationships Subject Matter Expertise Project Management Knowledge, Experience, Skills

39 Building Trust-Based Relationships Trust-based Relationships Courage Consultative Leadership Trust-based Relationships Subject Matter Expertise Project Management Knowledge, Experience, Performance

40 What are Trust-based Relationships? Relating to our stakeholders and ourselves People with a high degree of self-awareness understand how their feelings affect them, other people, and their job performance are able to speak accurately and openly know where they are headed and why are comfortable talking about their limitations and strengths thirst for constructive criticism...[and] are able to develop trust among peers. Daniel Goleman What Makes a Leader? Harvard Business Review 1998

41 Building Blocks of Trust Trust Credibility Reliability Intimacy Self Orientation Content, Action driven knowledge, Consistency expertise driven Timeliness Judgment Articulation Thoroughness The Trusted Advisor, David H. Maister etc al. Touchstone New York, NY, 2000 Risk driven Openness Honesty Judgment Personal Competency Pyramid Values driven Empathy Motives Attitudes Beliefs

42 Consultative Leadership Consultative Leadership Courage Consultative Leadership Trusted Relationships Subject Matter Expertise Project Management Knowledge, Experience, Performance

43 What is Consultative Leadership? Leading them in spite of authority gap Growing and creating self-directed leaders Leadership is the accomplishment of a goal though the direction of human assistants unique achievement is a human and social one which stems from his understanding of his fellow workers and relationship of their individual goals to the group He may not possess power or display force or the threat of harm... WCH Prentice Understanding Leadership Harvard Business Review 1961

44 Serving & Advising Consultancy Skills Advising Desire to Serve Service-based Project Leader s Competency Pyramid

45 The Process of Consultative Leadership Frame Listen Vision Engage Consultative Process Commit Advising Service-based Project Leader s Competency Pyramid Adapted from: The Trusted Advisor. David H. Maister et al. Touchstone: New York, NY, 2000.

46 Courage Courage as the Mortar Courage Consultative Leadership Trust-based Relationships Subject Matter Expertise Project Management Knowledge, Experience, Performance

47 Bolster Your Courage You must be completely committed You must be convinced that leadership service matters You must be believe that withholding your leadership service is of greater risk to your customers than your personal risk of failure

48 Excuses I don t have the authority I don t have the ability The organization must change first

49 Measure Your Service Value How likely it is that you would recommend ME and my ability to initial and sustain transformation to a friend or colleague? 10 Extremely High 5 Neutral 0 Not Likely at all Identify your Net Promoters Everyone is your Customer!

50 Transforming Project Management Create Experiences Initiate & Sustain Transformation Service

51 Let s Transform Ourselves Project leaders have a rare opportunity, and in some situations an obligation, to merge their powerful project management knowledge, skills and experience with their convictions and purpose to serve stakeholders and drive innovation, transformation and value in our organizations. The quality of your leadership services define your success!

52 Are You Ready?

53 Contact Information Jack P. Ferraro Twitter