“Tomorrows project is begin “Tomorrows project is begin “Tomorrows project is begin “Tomorrows project is begin controlled by yesterdays thinking”controlled by yesterdays thinking”controlled by yesterdays thinking”controlled by yesterdays thinking”

A critical look at the controls being used today for the projects we will start tomorrow.

Project Challenge 2018 - Project Planning & Controls Zone

Eddie Borup – ibp Solutions Ltd

“Madness is an expectation that if you carry on

doing the same things in the same way, you

can expect different results.”

Albert Einstein

Overview

This zone states that ‘Project controls’ are:

“the information gathering, analytics and management processes used to predict, understand and influence the time / cost outcomes of a project or program”

As the we accelerate into the 21st century is it right to still be focusing on predicting, understanding and trying to influence time and cost? Isn’t this yesterday thinking? Today seems to have a desire to deliver tomorrows benefit and desperately wants good value for money.

Introduction – roles that have helped me along the way…

• Telecommunications

• Started as an Apprentice

• Head of Project & Programme Management – 106 Programme and Project

Managers

• Interim Head of Delivery – approx. 500 staff reporting to the CEO during

merger of 5 cable companies into Mercury to become CWC.

• UK Military – Infantry Officer

• Owner/Director of the first Accredited Consulting Organisation

• Establish 1998, ISO9001:2000 with BSI– acquired in January 2006

• Director and chair of the Best Practice User Group

• Part of the team engaged in best practice

• Head of Programme South Sudan

• Accountable for 30m delivery programme humanitarian aid during the civil

war

• Various interim and consulting assignments

• Supporting the following :

• Various UN organisations;- UNDP, UNOPS, UNV, ITU, UNFPA, DPKO

• Various NGO’s:- ODI, Raoul Wallingburg Institute, Asian Development Bank

• Central Government , Local Authority, Police, Fire services, Military

• Telecommunications (COLT, Ericsson, Vodafone, BT, C&W, Siemens)

• Other sectors - Airline, Publishers, Financial, Distribution, Retail, Travel ,

Manufacturing – Car, Steel, Housing, Infrastructure

• Locations

• UK, France, Germany, Greece, Belgium, Holland, Denmark, Sweden, Turkey,

Switzerland, Italy

• China, Vietnam, Cambodia, Malaysia, Nepal, Thailand, Sri Lanka, Singapore,

Maldives, Laos, Afghanistan

• South Africa, Tanzania, Kenya, Uganda, South Sudan, Mozambique, Libya,

Tunisia, Sierra Leone

• USA, Canada, Peru, Trinidad & Tobago

• Yemen, Oman, Palestine, UAE

• University of Chester

• Currently doing a Masters in Programme & Project Management

Agenda

1. Old World

2. New world

3. Re-focus

4. Summary

Introduction...

This session will look at the need to shift focus from trying to control “old

world” constraints to enabling “new world” delivery.

This presentation aims to challenge the traditional focus on defining a PM’s role

as managing and controlling “constraints” .

Is it time for the role of the Manager to be re-defined to focus only on managing

and controlling the “achievement of benefits” and “managing value”.

Kanban (Formalised in the late forties, under the leadership of Taiichi Ohno, Toyota c1900s)

Waterfall (US Navy Mathematical Computing Advisory Panel 1956)

PROMPT (Project Resource Organisation Management Planning Techniques 1975)

RAD (Rapid Application Development 1980s)

SCRUM (New Product Development Game, Takeuchi Hirotaka & Nonaka Ikujiro 1986)

PRINCE (Projects (PROMPT) IN a (CCTA) Controlled Environment 1989)

DSDM (Dynamic Systems Development Method 1994)

XP (Extreme Programming (XP) Kent Beck 1996)

PRINCE2 (Managing Successful Projects 1996)

MSP (Managing Successful Programmes 1998)

Agile Manifesto (2001)

DSDM Atern (2007)

AgilePM (2010)

PRAXIS Framework (2014)

PRINCE2 Agile (2015)

PM4A (Project Management for All 2017)

Old World – mine is better than yours

Disruptive interventions?

Do we understand the problem we are trying to solve?

Have we thought about the complexity of the environment?

Will the resource allocated have the capability to deliver?

Does the manager chosen have the ability to lead the team?

Has the plan focused on realising results/benefit/impact?

Have we considered the need of stakeholders?

Are the governance and controls (& tools) appropriate for the risk?

Is the approach optimising the opportunity to add value?

Has sustainability been considered and integrated in the solution?

Can we demonstrate that learning has been applied and shared?

New World – we understand our trade & apply it

Old World – focus on activities/outputs/constraints

New World – focus on results and manage value

We still manage: time, cost, quality, scope, risk, schedule, resource

Information still needs to be shared appropriately.

Traditional tools may still be useful.

Appointing a manager to be held accountable to deliver is still key.

Having the right manager with a well motivated team is still needed.

Disruptive interventions?

The need to re-focus....

Delivery vs. labelling portfolio, programme, project, work package

Is the “customer” of PPPM the individual manager or the organisation

Building capacity in the manager’s competencies vs. methods/tools

Tools/techniques/themes/framework – use to drive benefits

If we believe in benefit realisation – then it needs to be our focus

New World – focus on results and manage value

Step 0 – When there is a trigger – assemble the key stakeholders affected

Step 1 – Problem statement (include cause and effect)

Step 2 – Vision (include strategies/approach's to eliminate cause & identify impact/results/benefits)

Step 4 – Stakeholder assessment

Step 5 – Governance – develop “outline business case” and obtain sign off

Step 6 – (assume “outline business case” approved”) “Results based planning” workshop

Step 7 – Governance – develop “business case/approach/plan” and obtain sign off

Step 8 – Assemble team, empower, delegate, monitor, control & deliver any results/benefits/impact

Step 9 – Governance – review “business case/approach/plan & results” obtain sign off if still viable

Repeat 8 & 9 as often as needed to stay in control and release results/benefits/impact

Step 10 – Governance – obtain authorisation to stop, update plan to realise remaining results/benefits

Throughout the delivery develop capacity, add value, apply appropriate management/leadership

Summary Summary Summary Summary –––– is PPPM the new BAU? is PPPM the new BAU? is PPPM the new BAU? is PPPM the new BAU?

“In a time of drastic change it is the learners who inherit

the future. The learned usually find themselves perfectly equippedto live in a world that no longer exists…”

Eric Hoffer.

“Learning is not compulsory, but neither is survival…”

W. Edwards Deming

Any Questions?

Albert Einstein, (amongst others) has been credited with the following...

“Madness is an expectation that if you keep

doing the same thing in the same way

something will change.”

For further information please contact

eddie.borup@ibpsolutions.org

or +44 777 190 2468