changing the project wasteland with a portfolio culture that works - adrian pyne
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CHANGING THE PROJECT WASTELAND WITH A PORTFOLIO CULTURE THAT WORKS
Adrian PyneEVA1919th May 2014
lPyne Consulting
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ABOUT ADRIAN• Organisation culture development
• Coaching and mentoring
• Collaboration
• Professional Services build and management
• Business Transformation programme delivery and rescue
• Portfolio, programme and project management capability development
• Enterprise PMO design/build/operate
• Intelligent Client model development
• Member of APM approx. 20 years• APM Audit Committee• Frequent speaker , conference chair and blogger• Cabinet Office White Paper• OGC: MSP, P3M3 & Portfolio Mngt review panels• APM – Intro to Programme Mngt & Portfolio Mngt• The Gower Handbook of Programme Management• APM Registered Project Professional and Assessor
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WORKSHOP CONTENT
Life is absurd
The Wasteland described
Sins of Omission and Commission
Creating a project friendly organisation culture
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LIFE IS ABSURD
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ABSURDIST HUMOUR
I asked for no onions in my
burger
Consider it a lesson in the unpredictable nature of life
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THE WASTELAND DESCRIBED
Project
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PROJECTS DON’T FIT
70%?
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PAINTING THE LANDSCAPE AROUND PROJECTS AND PROGRAMMES
Default position
Adapt
Change the game
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Nick Leeson – who cared?
When things go wrong
Libor scandal – who checked?
Fire centre control programme – who did it right?
King Darius III and the Gulf of Mexico oil spill
When things go right
1 F1 Tyre change teams
2 Emergency services reaction to the Kent fog pile up Sep 2013
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Shell worldwide safety culture4
Sky cycling team win Tour de France (twice)
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WHY WE MANAGE PROJECTS
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PAINTING THE LANDSCAPE AROUND PROJECTS AND PROGRAMMES
Project
Resource owners
Customers
Governance
Those impacted
Grand ViziersSultans
Resources
Media
Regulatory
Noise makers
Suppliers
Competitors
Other (competing?) projects
EPMO
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VisionStrategy
Technology
ProcessPolicies
ValuesOrganisation
Rules
Behaviours
Symbols
Relationships
Perceptions Beliefs
Assumptions
Unwritten rules
Common practice
ORGANISATION CULTURE
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SINS OF OMISSION & COMMISSION
Sins of Omission
Sins of Commission
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SINS OF OMISSION
Sponsors and Harry Potter
PMOs last about 18 months
Lack of executive project understanding
Lack of Leadership
Value of capability not recognised
No common view of Success
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WHAT IS SUCCESS…..WHAT IS FAILURE?70% of projects fail!
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Benefits measurably delivered
Pleased with outcomes
Pleased with how the project went
Please with how those involved worked
WHAT IS SUCCESS…..WHAT IS FAILURE?
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SINS OF COMMISION
Powerful opposition
PMOs last about 18 months
P3 capability rarely beyond Level 3
P3 Capability not sustained
Flawed capability improvement approach
P3 value not fought for
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CREATING A PROJECT FRIENDLY CULTUREComponent
s
Project
Min L4 Capability
Project culture
Integrated withCorp. Gov
P3 Career Path
Part of BAU
Part ofStrategy
Portfolio managementProgramme managementProject management
Regular Boardvisibility
Project selectionTools
Integratedwith Finance
EPMO
Dashboards
Integrated withFunctions
Integrated withChange Mngt.
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IMPROVING CAPABILITY
Experience
Mentoring
Mistakes
Communityof practice
Lesson library
Training & remote learning
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CREATING A PROJECT FRIENDLY CULTURE
eVa19
Selling to the CEO
Understand their character – 5 types
Identify their trigger points
Identity who influences them – sell to them first – they have conversations with CEOs, not present
Content is important – approach more so
Identify what style of approach will work
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5 BEHAVIOURAL TYPES OF EXECUTIVE
Behaviour Characteristics Approach
Charismatics
• Initially exuberant• Decide based on balanced
information
• Use excitement• Present balanced case• Seek Grand Viziers to
support
Controllers
• focus on the pure facts and analytics
• Averse to risk
• Evidenced based case• Play to their concerns• Show risk avoidance
Thinkers • Likely to express contradictory points of view
• Cautiously works through all options
• Calm and considered• Present balanced case• Show that options are
tested
Skeptics • suspicious of data not fitting their worldview
• decisions based on their gut feelings
• Identify their worldview• Play to worldview• Push emotional buttons
Followers • Trust their own experience• Listens to trusted executives
• Identify relevant experience
• Leveraging Grand Viziers critical
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VisionStrategy
Technology
ProcessPolicies
ValuesOrganisation
Rules
Behaviours
Symbols
Relationships
Perceptions Beliefs
Assumptions
Unwritten rules
Common practice
WHAT ORGANISATION CULTURE?
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ORGANISATION CULTURE MATURITY MODEL
Sustained• Sustainable organisation culture• Organic development continuously aligned to Strategy and Business plans
Consistent• Strategy driven organisation culture (and sub-cultures) achieved• Consistent behaviours matching the strategic organisation culture everywhere• Organisation culture supports/part of organisation brand(s)
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Embedded• Organisation culture (and sub-cultures) linked to Business Strategy• Culture change/evolution Roadmap to match Strategy being implemented• All parts of the organisation are seeing behaviours driven by the Strategic
cultureDisjointed• Mission and Vision are well communicated in the organisation• Behaviours match the Mission and Vision but not consistently• There is a culture “map” of the organisation• Culture change initiatives
Disconnected• Mission and Vision disconnected from people in the organisation• Islands of good behaviour and practices• Multiple cultures• Conflicting views of what the cultures are
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STRUCTURED CAPABILITY DEVELOPMENT
Roadmap
Process
Technology
People
Tasks
TasksTasks
TasksTasks
TasksTasks
TasksTasks
TasksTasks
Tasks
Q2 2014 Q3 2014 Q4 2014 Q1 2015
http://www.apm.org.uk/blog/banishing-hyenas-building-programme-friendly-organisation-culture
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1. Increase urgency
KOTTER’S 8 STEP CHANGE MODEL
2. Build guiding teams
3. Get the vision right
4. Communication for buy-in
5. Enable action
6. Create short-term wins
7. Don’t let up
8.Make it stick
Create a Climate for change
Engaging and enabling the organisation
Implementing and sustaining change
Adrian: Open Minds, Make the Change, Embed the Change
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WORKSHOP CONTENT
Life is absurd
The Wasteland described
Sins of Omission and Commission
Creating a project friendly organisation culture
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WORKSHOP CONTENT
Thank you, good luck…..and HAVE FUN!