presentation moscow december 2014
TRANSCRIPT
Projects & Programs are two differentanimals, don't underestimate the gap
December 2014, Moscow
Thomas Walenta, PgMP, PMP, PMI Fellow
Not typical attributes of project managers:Strategy alignment, positive towards change, strategy execution
Which profession has these attributes?
A Study reveals a disturbing reality: even among projectsthat are delivered at least 90% on time & on budget,
majority fails to deliver 'business expectations'.
Business outcomeexpectations include
Delivery quality End-user adoption Business case
attainment Sponsor satisfaction
Challenged53%Succeeded
29%
Failed18%
Corporate Executive Board (CEB), www.pmo.executiveboard.com, 2009 Study 'Project Managing Business Outcome'
The top-performing projects in terms of budget and schedule complianceattain on average only 53% of their business outcome expectations.
What did the project managers miss?
Scope, budget, milestones = business benefits?
Successful project delivered product in time & budget
Successful benefits and created value
A benefit is the 'desired result of an initiative undertaken to meet a need or solve a problem'
Are Project Managers educated to transformbusiness goals to requirements and benefits?
Project Manager‘s curriculums & certifications focus on
– Magic triangle scope/quality – cost – time
– Supporting processes like risk, quality, procuring
– Soft skills to lead a team
– Organizational skills
– Technology costtime
scope/quality
How about strategic alignment, benefits realization andC-Suite communication?
• Benefits are specific to an industry / a company• Benefits delivery is often seen as a primary task of middle
management, consulting companies or not addressed specifically
• Word 'Benefits' is found 24 times in PMBoK Guide 5th edition, but129 times in PgM Standard 3rd edition, having benefits managementas key domain and related processes and artefacts
• Prince2 mentions benefits in the business case and benefits reviewplan ('Managing Successful Programs' MSP covers benefitsmanagement)
• IPMA ICB does not have a focus on benefits management, offersSuccess Criteria for projects
• ISO 21500: projects contribute to benefits, which are created byoperations
PM Standards and Methodologies provide no real help toProject Managers in delivering benefits
?Stake-holders
(sponsors)
Stake-holders(users)
Strategy
How to successfully to fulfill business expectations = deliver benefits to stakeholders?
Environment (society, jurisdiction, regulators, market etc)R
equi
rem
ents
Ben
efits
Program
Stake-holders
(sponsors)
Req
uire
men
ts
Stake-holders(users)
strategyProject A
deliverable
ScopeCostTime
Ben
efits
(sus
tain
ed)
Ben
efits
(con
solid
ated
)
Project Bdeliverable
ScopeCostTime
Discretebenefit
BenefitsIdentification
BenefitsAnalysis &Planning
Benefitstransition
Benefitssustainment
BenefitsDelivery
Understand what has to be done in addition to projectmanagement - and how it can be accomplished!
Component C Discretebenefit
Environment
Stake-holders
(sponsors)
Stake-holders(users)
Strategy
How to successfully to fulfill business expectations = deliver benefits to stakeholders?
Environment (society, jurisdiction, regulators, market etc)R
equi
rem
ents
Ben
efits
Program Benefits Management transforms stakeholderrequirements into sustained benefits
Based on PMI Standard for Program Mgmt, 3rd Ed. & IBM's WWPgMM
BenefitsIdentification
BenefitsAnalysis &Planning
Benefitstransition
Benefitssustainment
BenefitsDelivery
BusinessCase Program
MissionDefineCSFs Measurement
Structure
BenefitsRealisation
Plan
DefineProgram
ComponentsDefineKPIs Performance
Baseline
Start,monitor &transition
components
EvaluateKPIs
Monitororganizationalenvironment
Programdefinition
Program benefitsdelivery Program closure
TransitionPlan Verify
Transition
Operationaltasks
Program Lifecycle
Stake-holders
(sponsors)
Stake-holders(users)
strategy
Who and what influences requirements?Who can control requirements?
Project or Program Manager?
Req
uire
men
ts
Projectdeliverable
ScopeCostTime
Discretebenefit
Environment
Ben
efits
Project Program Portfolio
Objective Create previously agreeddeliverables
Achieve previously agreedand defined strategicobjectives, realize business benefits
Permanently attempt toreach the mission of theorganization
Duration Finite, short term Temporary, might beflexible
Infinite
Focus ofMgmt
Scope and deliverables Value and BenefitsStakeholder EngagementInterfaces and Integration
Prioritization of Projects &Management of Resources
Decision-making
In phases, based onmilestones/gates
In stages/projects, basedon benefits realization
In periods, based onmanagement cycle
Sponsor Program Manager orProject Sponsor
Strategic Objective Owner(Business Exec Sponsor)
Organization (CEO, COO)
Success In scope, quality, budget,time & stakeholdersatisfaction
Achieve benefits & satisfystakeholder needs
Aggregate investmentperformance
What is itabout
Efficiency Effectiveness Agility
Differences between projects, programs andportfolios
Program Project
PlanControl Deliver
Scope /Quality
TimeCost
UnderstandCreate
Achieve
Strategy /Benefits
GovernanceStakeholders
Program Management is outward focussed while ProjectManagement mainly deals with project internals
Capabilities of a successful program manager are differentto those of a good project manager
PMI Congress 2003 – Europe Paper Pellegrinelli, Partington and Young
Example: How I became a Program Manager
2001/2: working as a multi project manager for an investment bank's IT
2002: was asked for a project assessment on a troubled EU SAP rollout(my first encounter with SAP)
Issues identified: parallel rollouts, productive systems and SAP operations unalignedInsufficient communication with stakeholder groups
Proposed a program management system (PMS)Key attributes: enable integration and specific communication interfacesAnd … was asked to implement it (took 3 months and about 10 people)
Main issues identified: - Unaligned parallel rollouts, productive systems and SAP operations - Insufficient communication with stakeholder groups
Was then asked to run the remaining SAP rollouts as a program (UK, eastern Europe, Russia, end: 2008)
SLF4RelationshipManagement
SpecialistTeam
Program Management
SLF3Organizational
ChangeManagement
SLF2Architectual
Solution Board
SLF7Test &
TransitionManagement
SLF5Quality
Assurance / Risk
SLF6Program
MgmtOffice
SLF8Resource
Management
Oper-ations
Applic.Mainten.
User Help DeskProject 4
.........Project 1
Operational Layer Functions (Projects, Teams, Production)
Strategic Layer Functions
Project 3 Project 5
Project 6Project 2 Enduser
TrainingTeam
SponsorsStakeholders, e.g. Users
Business SteeringCommittee
A Program Management System (PMS) ensures the linkagebetween involved and affected stakeholder groups and the
integration among projects and with ongoing tasks
SLF1BusinessStrategy
Source: PMI Global Congress Toronto 2005Paper Th. Walenta
Transition Steps from Project to Program Orientation(by Liam Dillon, [email protected])
1. Delivery >>> Business
2. Schedules >>> Dependencies
3. Reporting >>> Escalation
4. Scope >>> Strategy
5. Crisis >>> Conflict
6. Team >>> Governance
7. Transfer >>> Transition
8.Salary >>> Challenge
9. Stress >>> Relaxation
10. Project Triangle >>>Program triangle
Change thethinking