Turning Strategy into Reality Unleashing your Learning Project Management Office (PMO) for bridging the strategy-execution gap

Transcription

1 Turning Strategy into Reality Unleashing your Learning Project Management Office (PMO) for bridging the strategy-execution gap Ari Katanick VP, Learning Infrastructure and PMO

2 About me Education Computer Science Degree from Michigan State PMP and PMI-ACP certified ATD Improving Human Performance certificate Career 3 years at Accenture 11 years at PeopleSoft 12 years at SAP Roles Project Management led over 20 projects Learning led Corporate Universities Currently leading Learning PMO Ari Katanick VP, Learning Infrastructure and PMO 2

3 Agenda The Challenge The Solution The Outcome 3

4 The Challenge

5 The Problem 5

6 The Problem There is a strategy execution gap problem The problem has persisted for a long time The cause is poor execution The need for successful strategy execution is more critical than ever 6

7 How Strategy is Implemented Today CEO Development Manufacturing Sales Marketing Services Support Operations IT HR Learning SVP SVP SVP SVP SVP 7

8 Tactical Operational Strategic How Strategy is Implemented Today CEO Development Manufacturing Sales Marketing Services Support Operations IT HR Learning SVP SVP SVP SVP SVP VPs VPs VPs VPs VPs Director Managers Director Managers Director Managers Director Managers Director Managers 8

9 Tactical Operational Strategic How Strategy is Implemented Today CEO Development Manufacturing Sales Marketing Services Support Operations IT HR Learning SVP SVP SVP SVP SVP VPs VPs VPs VPs VPs Director Managers Director Managers Director Managers Director Managers Director Managers Message is diluted or unclear. 9

10 How Strategy is Implemented Today CEO Development Manufacturing Sales Marketing Services Support Operations IT HR Learning SVP SVP SVP SVP SVP VPs VPs VPs VPs VPs Director Managers Director Managers Director Managers Director Managers Director Managers PRODUCT LEAD GEN OFFERINGS SYSTEMS SKILL DEV 10

11 How Strategy is Implemented Today CEO Development Manufacturing Sales Marketing Services Support Operations IT HR Learning PRODUCT LEAD GEN OFFERINGS SYSTEMS SKILL DEV Don t work together. Tough to change course. 11

12 How Strategy is Implemented Today Uncoordinated / Duplicated Work on Common Functions and Questions Development Manufacturing Sales Marketing Services Support Operations IT HR Learning Common Project Functions: Project Management Change Management Business Process Impact Definition of Success Common Questions (ex: size of market): How many to build? How many to sell? How many to train? 12

13 How Strategy is Implemented Today No corporatewide alignment No overall go-to-market process (concept to customer) No single view of customer or customer experience Each team rolls out their siloed solution and accomplishes their team s goals. No shared definition of success 13

14 How Strategy is Implemented Today More silos Affects future collaboration No corporatewide alignment No overall go-to-market process (concept to customer) No single view of customer or customer experience No shared definition of success Trust deteriorates Blame game Territorial (mine/yours, not ours) Low execution rate 14

15 How Strategy is Implemented Today 22 bicycles 20 teams 15

16 How Strategy is Implemented Today CEO s Single greatest challenge to executing their company s strategy? 70% said failure to align and coordinate across units Manager survey results: 84% can rely on their teams 9% can rely on their colleagues in other functions Employee self-ranking: 98.5% top 50% 70% top 10% Researchers asked employees of 20 major corporations with clearly articulated public strategies to identify their employer s strategy from among six choices. Just 29% answered correctly Just guessing would yield 17% (one out of six) Source: HBR research

17 How Strategy is Implemented Today CEO s Single greatest challenge to executing their company s strategy? 70% said failure to align and coordinate across units Manager survey results: 84% can rely on their teams 9% can rely on their colleagues in other functions BLAME GAME Employee self-ranking: 98.5% top 50% 70% top 10% Researchers asked employees of 20 major corporations with clearly articulated public strategies to identify their employer s strategy from among six choices. Just 29% answered correctly Just guessing would yield 17% (one out of six) Source: HBR research

18 Summary of problem So How do we break this cycle? 18

19 The Solution

20 How Strategy Should Be Implemented Forming the PMO SWAT Team CEO Development Manufacturing Sales Marketing Services Support Operations IT HR Learning VP Director Manager Director Manager 20

21 PMO Definitions and Relationships Strategic Programs, Projects, Deliverables, Tasks and Maintenance Items STRATEGIC PROGRAM PROJECT PROJECT PRODUCT Deliverable Deliverable Deliverable PRODUCT LEAD GEN OFFERINGS SYSTEMS SKILL DEV Task Task Task Task Task Task 21

22 The Strategy to Execution Basics Strategy Execution What Why Where How Who When 22

23 Generating an initial list of Projects and Deliverables Functional Decomposition Process Strategy Execution Results (List of) Strategic (Process) STRATEGIC PROGRAM (+ KPIs) Operational (Organizational) PROJECT (+ Goals) Tactical (People/Role) Deliverable What Why Where How Who When Sources: Adopted from Rummler/Brache s Improving Performance 23

24 Generating your initial ideas aka Building your Backlog Design Thinking or Vision Workshop Process Strategy Execution STRATEGIC PROGRAM Strategic Operational PROJECT PROJECT Tactical What Why Where How Who When Deliverable Deliverable Deliverable 24

25 Managing your Project Deliverables PMO Process and the PMO Status Tool Capture Qualify Prioritize Commit Design Develop Deploy Measure Sustain We built this for linking Strategy to Execution It is also used for all Learning Projects. 25

26 PMO Process and Status Tool Capture Capture step s meta-data: Project Name Description Business Impact Target Audience Strategic Program 26

27 PMO Process and Status Tool Qualify Capture step s meta-data: Project Name Description Business Impact Target Audience Strategic Program Qualify step s meta-data: Project Type Team Lead Works Council Data Protection Budget Potential 27

28 Business Value Low Medium High PMO Process and Status Tool Prioritize Legend: Ability to Execute Done In-Progress In-Queue On-Hold New Project: Name of Project 1 Name of Project 2 Name of Project 4 Name of Project 7 Name of Project 8 Name of Project 9 Name of Project 10 Name of Project 11 Name of Project 12 Name of Project 13 Name of Project 14 Name of Project 15 Name of Project 16 Name of Project 17 Name of Project 18 28

29 Business Value Low Medium High PMO Process and Status Tool Commit Project: Name of Project 1 Name of Project 2 Name of Project 8 Name of Project 9 Name of Project 11 Name of Project 12 Name of Project 13 Name of Project 14 Name of Project 15 Name of Project 16 Name of Project 17 Name of Project 18 Ability to Execute Legend: Done In-Progress In-Queue On-Hold New 29

30 PMO Status Tool and PM Software Design, Develop, Deploy Progress Plans STRATEGIC PROGRAM Problems PROJECT PROJECT Deliverable Deliverable Deliverable Task Task Task Task Task Task 30

31 PMO Status Tool and PM Software Design, Develop, Deploy STRATEGIC PROGRAM PROJECT PROJECT Deliverable Deliverable Deliverable Tasks Changes Time Issues Project Management Software Progress Resources Reports Task Task Task Task Task Task 31

32 Deploy stage Change Management Your beliefs become your thoughts; Your thoughts become your words; Your words become your actions; Your actions become your habits; Your habits become your values; Your values become your destiny. -- Mahatma Gandhi 32

33 Level of Commitment Deploy stage Change Management Desired Outcome Action Adoption Continual Improvement Reinforcement Measurement Campaigns Acceptance Training Awareness Information Communication Approach Time 33

34 Deploy stage Change Management Tactical Level Operational Local Level Regional / Line of Business Level Strategic Global Level 34

35 PMO Process and Status Tool Measure Two Types Deliverable Key Performance Indicators: PMO s Key Performance Indicators: % of Projects Completed on-time, on-budget Improved time-to-market for similar projects Increased Satisfaction Survey scores Number of projects aligned with Corporate Strategy Reduced failure rate 35

36 PMO Process and Status Tool Maintain / Sustain Maintenance Item STRATEGIC PROGRAM Sustaining Work PROJECT PROJECT Completed PROJECT PRODUCT Deliverable Deliverable Deliverable PRODUCT LEAD GEN OFFERINGS SYSTEMS SKILL DEV Task Task Task Task Task Task 36

37 PMO Process and Status Tool Transparency / Communicate 37

38 Managing your Project Deliverables PMO Process and the PMO Status Tool Capture Qualify Prioritize Commit Design Develop Deploy Measure Sustain 38

39 The Outcome

40 Business Value of PMO and Structured Approach High-performing Organizations that Implement a PMO Outperform the Competition 3x 87% 13x 75% Sources: Project Management Institute: Pulse of the Profession 2015: Capturing the Value of Project Management 2015, Robert Kaplan and David Norton, Balanced Scorecard Meet Goals 75% of projects meet original goals and business intent (vs 36% without PMO) Success Companies with a formal strategy to execution process in place are more than three times more likely to have strategic success Software 87% of high-performing organizations use project management software Cost Management High-performing organizations waste 13 times less money on non-value-added activities than low performers 40

41 Remember this The Challenge The Solution Time Tasks Issues Changes Project Management Software Progress Resources Reports 41

42 Remember this The Challenge The Outcome The Solution Time Tasks Issues Changes Project Management Software Progress Resources Reports 42

43 Remember this The Challenge The Outcome You break the cycle 43

44 Remember this The Challenge The Outcome 44

45 Your Questions? The Microphone is Open! 45

46 Thank you! Ari Katanick VP, Learning Infrastructure and PMO