making organisational strategy through project people

Those able to combine excellence in tactical project implementation with alignment to wider business strategies successfully complete projects 90 per cent of the time, compared with just 34 per cent for those organisations that fail to focus on this.PMI, 2013

“

Lindsay Scott

Director at Arras People

UK’s programme and project

management recruitment and

careers specialist

PMI’s PM Network Career

Columnist

Co-editor of the Gower Handbook

of People in Project Management

It’s the people who

make the projects

And it’s the projects

that implement

the strategy

Simple right?

Why are we still struggling to deliver

projects that deliver strategic outcomes

successfully?

Execute strategy and getthings done

Translates strategy dictatedfrom above

Carucci and Hansen 2014 – Rising to Power, The Journey of Exceptional Executives

Position the firm, finance it,choose and develop its leadersand secure its future

Mechanics of project management

The real problem?

C Level PMgmt?

Connect atall three levels

Informationup and down

What organisations want in their

project managers

Why talent management plays a

big part

Talent Management?

anticipation of future needs and planning to meet those needs

recruitment, retention,

development and reward

and making people

perform better

1

2

*PMI 2013 Pulse of the Profession

97%of organisations think project management is critical to business performance

94%of organisations think project management enables business growth


Yet only

54%of organisations

fully understand

the value of project

management

and its no coincidence that

success rates are falling again



What is a "high performing" organisation

in project management?


What is a "high performing"

organisation in project management?

• mature project management

• mature programme management

• mature portfolio management

• mature benefits realisation

• high organisational agility


What is a "high performing"

organisation in project management?

• standardized practices

throughout the organisation

• active project sponsors

• certified professionals


Talent Management in High

Performing Organisations

Formal development processes

Ongoing training

Defined career path


Formal development processes?

Processes to mature the

organisation's practices

Processes to develop the

practitioner's competency

AND

"How many people here have undertaken a competency skills assessment through your place of work?"

Ongoing training?

Technical project management

Leadership

Strategic and business management

Functional management

Behavioural management

Career management

Coaching and mentoring

Direction

A defined career path?

Organisation

Sector

Domain

Professional body

Marketplace

You?

Project Managers in

Organisations

What else makes a difference?

Working Within an Organisation:

1. Organisational politics

*Political Skills at Work 2005 University of Florida

or playing “politics in a positive way”

Four distinct practices leaders can use to harness the positive effects of political skill

How it works managing project

teams

Social awareness

Understanding individual and team norms – beliefs, values, expectations

What makes the team unique?

Interpersonal influence

How would you characterize your current relationship with your team?

Opportunities to engage individuals and the team

Networking

Identify key stakeholders within the teams – most influential, connected, respected

Who is less connected but has untapped expertise / knowledge?

Sincerity

How open and transparent are you in your team communications?

What level of trust does the team have?

What are the causes for that level of trust?

Internal Networking

Expand your influenceBroaden business acumenPaying attentionWell-connectedVisibilityFit company culture

Why Do It?

REPUTATION

Where:

Your boss

Other leaders

Other PMs

Others outside your role Your project team:

Learn about your new team

Praise your team members in

other meetings

Cross-functionally:

Ask for advice and counsel

Reciprocate

Organisational Network Analysis (ONA)

Partnership alliances

Organisational

Network Analysis (ONA)

Working Within an Organisation

2. Senior leadership

*Carucci and Hansen 2014

• Ability and desire to learn• Who grasp and integrate the entirety of the business rather

than only their own division or speciality• Who develop soft skills to form relationship of care and trust• Who forge character to anchor them through difficult decisions




• Dedicate yourself to a personal mission and path• Know where you are heading and why

• Don’t lurch at any opportunity• Instead acquire the right experience, wisdom and

relationships




• Deliver on your commitments and demonstrate character

• Show discretion, humility, honesty, transparency and trust

• Set high expectations of fairness

• Show you care about your team members

Senior Leadership Traits


• Clear understanding of their company and industry• They listen and incorporate others ideas into their actions and decisions• The communicate well and with passion• They manage complicated situations• They confront problems instead of ignoring or avoiding them• Develop confidence and self-awareness to trust their instincts

• Disciplined to verify hunches with data and evidence

• Pay attention to governance

Lack of governance leads people astray, makes for porous boundaries and fights against alignment and prioritization

Delivering programmes and projectsinline with organisation strategy

• Good project management

• Appreciation of the business

• Advanced management skills

• Leadership

MuitoObrigados!

Algumadúvida?

Lindsay ScottArras Peoplewww.arraspeople.co.uk

making organisational strategy through project people

Business

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