compgz07 project management the effectiveness of workshops graham collins university college london...
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COMPGZ07 Project Management
The Effectiveness of Workshops
Graham Collins
University College London (UCL)
ObjectivesObjectives
Outline the scoping and process modelling of a blueprint ‘strategic project’
Problems encountered Lessons learnt
The Challenge of Programme ManagementThe Challenge of Programme Management
Large scale complex change Final result often unpredictable Varied interpretations of transition path
Initial objectiveInitial objective
Ensure alignment of objectives Provide sound basis for transition without this the programme is likely to
veer off course
MSPMSP
‘The Blueprint should be maintained and refined throughout the programme’
Managing Successful Programmes, 1999, OGC
BlueprintBlueprint
How the organisation will operate when the programme has been completed
Blueprint should be refined throughout the programme
Expression of the future, encompassing processes operations etc linked to operational performance to ensure desired effects are realised
Use of blueprintUse of blueprint
Focus for where programme is heading Basis for evaluation Basis for impact of change
Need to create a vision to work towardsNeed to create a vision to work towards
Consensus on scopeconcept modeli.e. future state
Communication toollearning tool
Programme
Identification
Programme
Definition
InvitationInvitation
Programme had been running 7 months High level of frustration with consultancy
already under contract No programme definition
Initial presentationInitial presentation
Our approach to programme and project management
including iterative and incremental approaches in real-time workshops
Mission
Objectives
Task Object Model
Class Object Model
CodeConsistency
The Usage Pattern
Follow up meetingFollow up meeting
It was clear that a lack of progress was causing concern
Political issues were hindering progress The ‘strategic project’ had become centred on
definitions of BPR, Business Improvement etc.
ProposalProposal
Get the strategic project on track Ascertain whether approach to project
management including workshops would be useful
Create ‘buy-in’ from all stakeholders including consultancy already under contract
Project far too complexProject far too complex
BPR projects Information systems Strategic communications
Initial workshopsInitial workshops
Two dates were set First workshop covered scope Second workshop business modelling
Scoping workshop Day 1Scoping workshop Day 1
Iterative and incremental approach ‘Buy-in’ created by careful selection of
staff and using dialogue in workshop Mission statements were broken down
into objectives
Modelling workshop Day 2Modelling workshop Day 2
Objective was to create the optimal strategic communications model
The new structure was modelled real-time using software developed for the workshop and consensus reached
Software included a metrics suite and Work Breakdown Structure (WBS) that could be viewed from different perspectives
ScheduleSchedule
Nov 1998 Consultancy B contacted
Feb 1999
Blueprint
Mar 1999 Blueprint completed
Mar 1998
original target date
Target date abandoned Oct 1998
Programme identification
Programme definition
Initial consultancy under contract
Workshops
Programme
identification
Strategic goals
Process view
conceptual models
process /organisation cross reference
At programme definition the future state is finalised and the tranches for programme delivery. Initial blueprint a major deliverable in this second phase.
Benefits RealisationBenefits Realisation
Benefits - CommunicationBenefits - Communication
Creation of natural owners Communication tool Focus, risk management, and evaluation
of alternative ideas
Benefits - ConsensusBenefits - Consensus
Moved away from discussions of BPR v Business Improvement
Blueprint model created and agreed on ‘Strategic project’ achieved within
original timescale set
‘Most often, the champion is intrigued by the technology ‘silver bullet’….
…and may have even suggested that the project manager use it..
Edward Yourdon, Death March - the complete software developer’s guide to mission impossible projects, Prentice Hall 1997
Champions were created which helped the programme spread more rapidly
ChampionsChampions
Learning Points 1Learning Points 1
Here it was essential to gain commitment ie ‘buy-in’ from all parties
Workshops were the only way forward There were too many stakeholders with
differing objectives to have chosen any other approach
Learning Points 2Learning Points 2
The lack of clearly defined goals were hindering progress
The scope i.e. what is in and what is outside the project
as well as the goals of the ‘strategic project’ needed to be defined
Learning Points 3Learning Points 3
The lack of tranching of the ‘strategic project’ caused confusion
The WBS was agreed with senior staff and further refined in the workshops that followed
This had a three fold effect, clarity of objectives, instilling confidence in programme staff, and being able to readily identify staff to manage individual projects
Learning Points 4Learning Points 4
Project managers must frame the challenge
The teams must be designed for learning There must be an environment of
psychological safety
Harvard Business Review October 2001, Best Practice, Speeding up team learning Amy Edmondson et al.