Organizational Project Management. Offices in Lebanon and United Arab Emirates

Transcription

1 Organizational Project Management Offices in Lebanon and United Arab Emirates

2 SUKAD OPM System workshop Organizational Project Management The SUKAD Way 2

3 Workshop ultimate objective Organizational Project Management The SUKAD Way 3

4 Setting the scene Organizational Project Management The SUKAD Way 4

5 Projects failure We know why projects fail; we know how to prevent their failure so why do they still fail? Cobb s Paradox, Martin Cobb of the Treasury Board of Canada Secretariat, 1995 Organizational Project Management The SUKAD Way 5

6 Why projects fail? 1.What do you think are the reasons for projects failures; try to identify the root causes)? 2.Can you group these reasons into a few categories? Organizational Project Management The SUKAD Way 6

7 Current state of practice PMO Research PMI The multi-project PMO survey by Dr Brian Hobbs PhD, University of Quebec, 2007 Organizational Project Management The SUKAD Way 7

8 Dr. Brian Hobbs Survey 1 No consensus on value of PMO Perceptions of high/low value are based on different characteristics Most PMO are stand-alone PMO are short-lived Mandate covers either most, or few projects PMO houses few, or all project managers Organizational Project Management The SUKAD Way 8

9 Dr. Brian Hobbs Survey 2 Most PM have small staff; apart from project managers PMO authority is mostly shared Important functions are determined by the needs of the specific organizational context Location of PMO has an impact on mandate PMO performance depends on authority and organization's culture and PM maturity Organizational Project Management The SUKAD Way 9

10 Why PMO fail or short lived? 1.What do you think are the reasons for PMO failures, challenges, or short lives? 2.Can you group these reasons into a couple of categories? Organizational Project Management The SUKAD Way 10

11 Current state of practice Strategic aspects Organizational Project Management The SUKAD Way 11

12 PMI Publication Enabling organizational change Nearly half of strategic initiative fail Successful organizations lead change through program/project management Enabling sustainable change require Standardized project and program management practices Engaged sponsors who actively rally senior management Managing people through change Organizational Project Management The SUKAD Way 12

13 PMI Publication Why good strategies fail - 1 Senior executives recognize the importance of strategy implementation, but a majority admit their companies fall short (61%) Companies that poorly align with strategy also report weaker financial results Implementation is more important than strategy formulation Prof. L. Hrebiniak Emergent strategy might be more important than deliberative approach Organizational Project Management The SUKAD Way 13

14 PMI Publication Why good strategies fail - 2 Are we doing what we said we should be doing Jeff Austin - DuPont Strategy is often fire-and-forget activity for the C-Suite Back to implementation Only 17% of study respondents say that in their companies implementation is seen as strategic 56% considered implementation as operational task Organizational Project Management The SUKAD Way 14

15 PMI Publication Strategic initiative management In the current business environment Ability to develop and implement new strategic initiatives & change is becoming key differentiator Role of the PMO must become more strategic and it must develop its capabilities accordingly Four imperatives (Boston Consulting Group) Focus on critical initiatives Institute smart and simple processes Foster talent and capabilities Encourage a culture of change Organizational Project Management The SUKAD Way 15

16 PMI Publication PMI s thought leadership series Numerous publications with top agencies Forrester, Boston Consulting Group, Economist Key findings and recommendations Project and program management critical for business success and strategy implementation Must focus on standardized systems; simple processes and tailored to a given context Must build the capabilities (talent management) Embrace change and effective communication Organizational Project Management The SUKAD Way 16

17 Organizational Project Management Maturity Organizational Project Management The SUKAD Way 17

18 Introduction to OPM? What is OPM? What does it include? How is OPM related to, or different from a PMO? How is OPM related to project management methodology? Organizational Project Management The SUKAD Way 18

19 Why OPM maturity Maturity is linked to performance Higher level of maturity better projects performance Maturity is linked to standardized approach Simple and tailored processes OPM is to build and sustain the approach Higher maturity is indicator of continual improvement Organizational Project Management The SUKAD Way 19

20 Project management maturity Cost Spent on Project Management Awareness Learning 1 Applying Performance Improvement 2 Improving 3 Excelling 4 5 Organizational Project Management The SUKAD Way 20

21 The Center for Business Practices Think PMO Maturity = Project Management Maturity Organizational Project Management The SUKAD Way 21

22 Gaps in PMO implementation Role of PMO must become more strategic and must develop its capabilities accordingly PMO are often Not effective or not delivering optimal solutions, Not able to become the organization s PM department Still too much focus On reporting or support; not leading or directing Often not building the necessary OPM system Organizational Project Management The SUKAD Way 22

23 The PMO continuum The sequence could change from one organization to another Organizational Project Management The SUKAD Way 23

24 What is the solution? 1.What do you think, do we need a PMO or OPM? 2.Should/could the OPM System be part of the PMO mandate or independent? 3.What should be the components and elements of an OPM System? Organizational Project Management The SUKAD Way 24

25 OPM (Per PMI) Organizational Project Management The SUKAD Way 25

26 New PMI Publications 2014 Implementing Organizational Project Management A Practice Guide Copyrights to PMI, the Project Management Institute, Inc. Organizational Project Management The SUKAD Way 26

27 From the guide More organizations are starting to recognize that project management means more than having good project managers Translation: Training and certifications are not enough Focus on individual development is not enough What is missing? Organizational Project Management The SUKAD Way 27

28 From the guide Project management, in terms of simply focusing on scope, time, and budget, is not sufficient for managing the scale and rate of change that is norm in most organizations Translation Learning how to manage a single project; i.e. individual qualifications are not enough What is missing? Organizational Project Management The SUKAD Way 28

29 Continuing with the guide Research indicates that many organizations have difficulty sustaining the value of any implementation OPM implementation is often long-term endeavor Long-term view helps to gain leadership confidence and stakeholder buy-in This support SUKAD extended approach Organizational Project Management The SUKAD Way 29

30 The SUKAD 7Es Organizational Project Management The SUKAD Way 30

31 The origin of the concept The Engines of Project Management Organizational Project Management The SUKAD Way 31

32 Processes Organizational Project Management The SUKAD Way 32

33 The Strategic Element The Differentiating Elements The Core Fundamental Elements Organizational Project Management The SUKAD Way 33

34 The vital points to note The strategic aspect is critical for any OPM or organizational system The fundamental elements are a must for any organization wanting to manage projects They provide the core elements and processes However, to elevate performance we need the differentiating elements Each element have numerous components Organizational Project Management The SUKAD Way 34

35 OPM System The Initiative Organizational Project Management The SUKAD Way 35

36 OPM System Exercise 1.How would you implement the OPM System? 2.What would be the approach, content, other information? Organizational Project Management The SUKAD Way 36

37 Initial decisions Organizational Project Management The SUKAD Way 37

38 Internal effort or consultant? Best to do it slowly with internal resources; if the expertise is in place Jointly with an external advisory services; most development by internal resources with external resources as advisors Use consultants for development in coordination with internal resources Totally external; outsource Organizational Project Management The SUKAD Way 38

39 Project or program approach? Project approach will result in Big Bang effect Which might not be the best approach for an organizational change initiative A program approach will result in multiple projects and multiple roll out Eliminating big bang and enhancing acceptance The program approach is the more agile! This approach could be accelerated or delivered over an extended period of time Organizational Project Management The SUKAD Way 39

40 Accelerated/extended approach This is for a program approach An accelerated approach results in projects being done in sequence with no breaks between them The extended approach results in Giving each projects output 1 to 3 months for pilot implementation Before we roll out the next set of components. Organizational Project Management The SUKAD Way 40

41 Program approach Organizational Project Management The SUKAD Way 41

42 Decisions and path forward Once a decision is made one can decide on how to proceed: If a project then, finalize all requirements and establish the project management plan If a program, Need to identify the high level program requirements and program management plan The detailed plans will be with the individual projects Organizational Project Management The SUKAD Way 42

43 The initiative as a program Organizational Project Management The SUKAD Way 43

44 A program is a series of projects Implementing OPM System Program Organizational Project Management The SUKAD Way 44

45 Vision and expectations Explore for expectations Difficult due to their implicit nature Need to understand the organization vision What is the strategic direction? What do they want to achieve? Are their objectives and goals short, mid or long term? Are they willing to make the difficult decisions? Organizational Project Management The SUKAD Way 45

46 Investigating current status For new organization, or one without any formal system in place, must start from scratch For organizations with something in place; will need to assess the current status In general organizations have practices, which might not be documented So maybe a first step is to document the ongoing practices and processes Organizational Project Management The SUKAD Way 46

47 Gaps and recommendations With the first two steps done, the team would be able to analyze the situation, and Identify the gaps Next, list the recommendations Once management and team agree on the scope (recommendations), time to agree on the approach Organizational Project Management The SUKAD Way 47

48 Establish benchmark It is important in any organizational change initiative, to establish the benchmark; past and current projects performance Define the various metrics to Measure current performance, Which the team can revisit in the future, and Measure improvement and success Organizational Project Management The SUKAD Way 48

49 Program management plan Decide on number of projects and their high level breakdown Define the required expertise and estimate number of resources / effort required Develop RAM for the various organizations Establish the timeline - budget - quality Program risk management Program MarCom is vital for success Organizational Project Management The SUKAD Way 49

50 Components & standardization It is likely to have multiple people involved in OPM System implementation Standardize the components Decide on the content of each component package Design the outline and structure for each component package Define style and format for all items Organizational Project Management The SUKAD Way 50

51 SUKAD Business Divisions Organizational Project Management The SUKAD Way 51

52 SUKAD Knowledge Sharing Sites Organizational Project Management The SUKAD Way 52

53 Organizational Project Management The SUKAD Way 53

54 SUKAD OPM System workshop Organizational Project Management The SUKAD Way 54

55 Thank you! Organizational Project Management The SUKAD Way 55