webinar: leading project managers
TRANSCRIPT
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Achieving Organisational Goals - Introduction
Page 1
Claude H. Maley
The Webinar Will Start Shortly
Leading Project Managers
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Achieving Organisational Goals - Introduction
Page 2
Housekeeping
• Slides will be available on our SlideShare page; the link will be emailed to you
• Recording of the webinar will be available to download; the link will be emailed to you
• Please complete the post-webinar survey that will pop up at the end
• You can type your questions throughout the session
• Time will be allocated in the end for the speaker to address your questions
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Achieving Organisational Goals - Introduction
Page 3
Your Presenter
Claude H. Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company.
His functional management and consulting experience with major corporations such as Alcatel, BP, Cadbury Schweppes, Cartier, Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, Siemens to name a few, has spanned more than 40 years in engineering, production and manufacturing, distribution, transportation and marketing services sectors.
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Achieving Organisational Goals - Introduction
Page 4
Designed & Created by
LeadingProject Managers
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Achieving Organisational Goals - Introduction
Page 5
Key Objectives for this Webinar
Comprehend the Leader’s rolethroughout theProject Life-Cycle
Reviewing the Soft &
Hard Skills and
Approaches that reap
Success in the
Leadership and
Management of
Project Managers
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Achieving Organisational Goals - Introduction
Page 6
Presentation Contents
We will explore
Managing Relationships
Managing In A Multi-Project Environment
Leading And Managing Project Managers
The Role of the Leader of Project Managers in The Project Life Cycle
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Achieving Organisational Goals - Introduction
Page 7
TheLeader of Project Managers
Variations of the Type of LPM
LPM 1 = PGM Program Manager
PJMProject
Manager
PJMProject
Manager
PJMProject
Manager. . .
LPM 2 = LMLine Manager
PJMProject
Manager
PJMProject
Manager
PJMProject
Manager
LPM 3 = PPMProject Portfolio
&/or PMO Manager
PJMProject
Manager
PJMProject
Manager
PJMProject
Manager
PJMProject
Manager
PJMProject
Manager
PJMProject
Manager
Defining the Leader of Project Managers
Which TYPE of LPM are you?
1, 2, 3 or None
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Achieving Organisational Goals - Introduction
Page 8
Getting Things Doneand Accomplishing theOrganisation's Goals
throughPeople
The Economic RealitiesThe Work to be Performed
Coherence for the Managerand the Group
The Environment is better managed Decisions are made at theOperational Levels
Control procedures are lighterCompetence levels increaseBetter use of available Time
The PositiveConsequences for the Manager
AMulti-Dimensional Modelrevolving around basicIndividual Premises
and aThinking Model
People
Leading Project ManagersKey Approaches
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Page 9
Leader vs. Manager
LeaderAn Individual with the ability
to influence, motivate,and enable others to contribute toward the
effectivenessand success of the
organisations of which they are members
Sets Direction Aligns Inspires & Motivates
Manager *An Individual who is
responsible for directing and controlling
the work and staff of a business, or of a department
within it
Planning Resourcing Organising Directing Controlling
* Henri Fayol "Administration Industrielle et Générale" (1916)
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Achieving Organisational Goals - Introduction
Page 10
DIFFERENCES between : LEADER and MANAGER
The LEADER• Creates strategy• Delegates• Developer• Emotion• Experience & skill• Front Person• Influencer• Inspires• Motivates• Provides direction• Risk taker• Team spirit• Visionary
The MANAGER• Controls• Detail oriented• Disciplines• Enforces• Executer• Facilitates• Fulfils mission• Gives orders• Implements• Limited vision• Manages cost & time• Operates• Plans• Resourceful• Risk avoider
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Achieving Organisational Goals - Introduction
Page 11
The Leader's Management Styles
Become a Practical Visionary
Become a Promoter of
Change
Place Collaboration
HIGH up in your Agenda
ExcellentRelationship with Project Managers
Understand the Business
StrategyThink like a
Senior Manager
•Be open to and Seek Participation
•Step away from day-to-day Project operations as these belong to the Project Managers
•Utilise and Lean on the PM'sOrganisational & Technical expertise
•Focus on the "Soft" aspects in relations with Project Managers
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Page 12
LPM's Role in
the Project
Life Cycle
The LPM's Role in the Project Life Cycle
Important
TheProject Manager
Managesthe PROJECT
The LPM focusses onDirecting, Coaching, Supporting and
Delegatingbased upon the
PMs maturity level & Experience.
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Page 13
LPM Roles in each Project phaseInitiation
The LPM focus is to:Allocate BudgetAssign Project ManagersAssist in Resource AllocationBuild Master PlanDevelop Competence PlanEstablish Life Cycle PrioritiesEstablish Programme/Project SteeringPerform Overall Project GovernancePerform Programme Risk ManagementProject Mobilisation ApprovalProvide Programme/Project Enabling DocumentsProvide Project KPI's & ConstraintsReview Project CharterReview Project Interdependencies
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LPM Roles in each Project phasePlanning
The LPM focus is to: Approve Project ScopeApprove Staffing & RecruitmentAssist in securing Resources with Line ManagersClarify Critical Issues for PMsConfirm & Review AssumptionsConsolidate Project Development PlansEnforce PM ProcessesPerform Project Evaluation, Assessment & PrioritisationReview DeliverablesReview Interdependencies & adjust Master PlanReview Project Cost Budget & SchedulesReview Project RisksSign-off Project Plans to proceed to ImplementationSupport, Coach and Guide PMsUpdate Master Plans
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LPM Roles in each Project phaseImplementation
The LPM focus is to: Assisting; Coaching & Guiding PMs as neededChange Request ApprovalsCollect Project Risks & Issues and EscalateEnsure Communication Process is followedEstablish Programme status from individual ProjectsFacilitate Team Work & Install a Motivational EnvironmentManage ConflictsMonitor for HSE & QAProgramme Risk EscalationProject Status & Schedule/Cost Progress report ReviewsRe-assign Resources as necessaryReview Programme/Project Resource NeedsReview Programme/Project RisksReview Project PrioritiesUpdate Master Plans
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LPM Roles in each Project phaseClose Out
The LPM focus is to: Approve Contractor PaymentsAssessment of Project Deliverables Check overall Customer Satisfaction Coach & Guide PMsEnsure Project Deliverables align to ProgrammeFacilitate Programme Benefit MeasurementPerform Programme Control ClosureProgramme ReportingRecognise & Reward PMsResource Demobilisation – redeployment for ProjectsReview Project Completion ReportsReview Project Documentation & ApproveUpdate Master PlanValidate Project Acceptance
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Achieving Organisational Goals - Introduction
Page 17
Managing in a Multi-project Environment
Managing in a
Multi-Project
Environment
MULTI-PROJECT EnvironmentMeeting Corporate, Operational & Departmental GOALS
by the MANAGEMENT & COORDINATION of GROUP(s) of PROJECT/PROGRAMMES
utilising INTERNAL & EXTERNAL Resources & Funding
How Many Projects are TODAY under Your Responsibility?
1 <= 5pjs; 2 = 6 to 15pjs, 3 > 15pjs
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Achieving Organisational Goals - Introduction
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Multi-Project Management - Major IssuesCo
nsol
idat
ion
of
Proj
ect D
ata
Appropriate Tools
and Processes
Master Schedule
Conflicts
Issue Resolution
Across ProjectsCommunication and Reporting Frequency Resource
Management
Capacity
Planning ToolsPortfolio Management & Priorities & Resource Allocation across Projects
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Achieving Organisational Goals - Introduction
Page 19
Multi-Project Scheduling and Resource Allocation
LPMAggregatesResource
Requirements& Schedules from
PROJECTs &PROGRAMMEs
Several Projects are treated aselements of one Master Project
Use Multi-Project ResourceScheduling System
Institute a Measure Mechanism for:• Schedule Progress• Resource Use• Budget Usage
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Achieving Organisational Goals - Introduction
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Resource Pool Considerationsto Review with the PMs
Establish a CAPACITY PLANNING
mechanism which encompasses all types of resources required
by all Programmes/Projects
** SEEK MANAGEMENT SIGN OFF **
Secure ResourcePool Retention
UnderstandAvailability
Determine Full-timeEquivalents (FTE)
Define ResourceOwnership
DescribeSkill Levels
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Achieving Organisational Goals - Introduction
Page 21
Communicating & Providing a Reporting & Issues Resolution Process with the PMs
RELATE to the AGREEDDELEGATION MECHANISM
Which establishesAuthority
ResponsibilityAccountability
Feedback can be in the form of oral
reports, written reports, or both
Establish a Reporting System that Encourages Honest, Timely, and Accurate
Reporting by PMs
Feedback on Project
Performance is obtained
according to Established Frequency
Use a Formal process of Identifying,
Documenting, and Tracking Project-Related Status &
Progress
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Achieving Organisational Goals - Introduction
Page 22
Leading & Managing Project Managers
Distribute & Explain the Organisation's Strategy to the PMs
The LPM role is Coaching, Mentoring , Monitoring and providing Tools and Procedures
Increase PMs Skill level& Experience
Assign the PM with the Appropriate Profile to the ProjectCollaborate with PMs – However, Let the PMs do their job
Review Outputs with PMs and Discuss/Assign Priorities Ensure on the usage of a Reward and Recognition Mechanism
Create an Environment where PM's are Motivated
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Managing ExpectationsAnticipate Needs of Project Managers
Share Decision Making with PM
Maintain PM Informed at all
Times Support when
in Difficulties
Develop PM Skills & Knowledge
Coach and Train to higher Levels of
Competence Express
Appreciation when a Job is well done
Be Easily Accessible Communicate Efficiently
Be aware of the State of Morale
How Many Project Managers are under Your Responsibility?
1 <= 5pjs; 2 = 6 to 10pjs, 3 > 10pjs
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Retention of Project Managers
Professional Growth is
High on theProject
Manager's Agenda
• Institute a ComprehensiveSkills-Based Development Plan
• Broaden the Experience todifferent Projects in Size & Importance
• Dynamic & Positive Business Environment• Recognised Company Reputation in the Market• Innovative & Challenging Projects• Professional Fairness• Competitive Salaries & Benefits• Flexible Work Environment• Expressed Leadership from the hierarchy• Appropriate Autonomy
Respond to PM's
Professional Needs
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Project Manager Performance Evaluation& Reward Systems
Project-Related &
Professional Goals
AgreeUp Front
On Performance & Evaluation
Goals
Establish the Performance Evaluation Criteria
Provide On-going Coaching & Evaluation
Recognise Good Performance & Never ignore Unsatisfactory Performance
Accept the Need for Positive application of Rewards/Reprimands
Evaluate the "Hard" and "Soft" Skills Performance ofthe Project Manager
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Coaching and Mentoring to Project Managers
Mentoring Targets the Personal and
Individual Development Aims at the Development
of the Person Concentrates on Sharing
Knowledge and Experience
Coaching
Targets the Development of Skills:
• Organisational• Relationship Management• Financial• Technical• Marketing• Products & Services• ….. As needed
Aims at Achieving specific Project Goals & Objectives
Concentrates on the on-going Job Performance
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Scope and Nature of Management Supervision
Mutually Agree to SpecificPerformance Objectives
Review Performance Objectives
according to agreed frequency
Establish and Execute Coaching &
Mentoring Plan
• Develop Plan to correct Performance Variances
• Implement Plans and Review ongoing Performance
• Assess Variances in Performance
• Discuss Variances and Required Changes in Performance
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Support ProvisionLPM's Principle Focus
Providing Access and Exposure to
International Projects
Provide Cross-Cultural Training
Internal Organisational Support in Networking &
Stakeholder Access
External Organisational Support with Clients, Partners & Suppliers
Interacting Skills
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Achieving Organisational Goals - Introduction
Page 29
Decision Support
Project Selection
Project charter
Alternatives to Triple
Constraints' Resolution
Project TeamManagement & Performance
Evaluation
Project Reviews, Audits &
Close-Out
Project Plan Review & ApprovalSeek to
enhance theProject Manager's
ManagerialSkills in :
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Managing
Relationships
Managing Relationships
Stakeholders areInternal and Externalto the Organisation
Stakeholders ALLhave DifferentExpectations & Needs
Key Motivations are Professional
Stakeholders' Personal Motivationsimpact on Decision Making
Stakeholders are human and have Personal Goals - Political Motivations
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Downwards Core PMs & Project
Teams
Upwards Senior Managers of
the Organisation
Outwards Contributing Project
Stakeholders : End users Line managers Shareholders Unions Suppliers Government etc.
Sideward Line managers and
peers, such as other Project Managers
The LPM's Communicationwith Stakeholders
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Communicating with Superiors, Peers & Project Managers
Highlight issues,risks & exceptions
Provide: Communication Plan Exception reports Timely status reports Face-to-face reviews
Negotiate for: Resources Time allocation
Agree on budgets Provide:
Communication Plan Statement of work
Provide Direction Highlight:
Project status Scheduled activities Pending work
Provide: Verbal exchanges Agendas Project brief
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Achieving Organisational Goals - Introduction
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Deliverer
Deliverer
Doer
Managing RelationshipsCommunication Planning
Company vision/goalsProject priority/valueProgress overviewPortfolio overview
DriverResource AvailabilityOrganization readinessBuild acceptanceEarly awareness
Review Project PlansDeliverables validationEarly Risk identificationCoaching for PM
ExecutivesCustomersSponsorsSenior Managers
Project ManagersProject teamContractorsSuppliers
Line ManagerOperational staffUsers/consumersSupport functions
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Recognizing Successful PMs
Create an Environment that Encourages Motivation
Competence & Skills Mappingfor Improvements
Training and Educationon Hard/Soft Skills
Increased Responsibilities
OVERLOADING with MORE WORKIs NOT a REWARD!!! Rewards:
Public & private recognition; Bonus
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Achieving Organisational Goals - Introduction
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The LPM's Principal Focus AreasConclusion
Consolidationat Program
Level
FacilitatingPM's Success
Recognitionof PM's
Performance
Increase PM's
CommitmentThrough
ParticipationAligning toBusinessBenefits
Assisting &Supporting PM's
MeetingCorporate
Goals
Extending PM'sCompetencies
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Thank You