organisational project management .. creating the ability to succeed
TRANSCRIPT
ORGANISATIONAL PROJECT MANAGEMENT Trevor Band FAPM
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Building organisations that create project success (preferably soulful ones)
About this Presentation
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Our world of projects & complex solutions
New thinking & science
“Outside-In” perspective
Some ideas
Organisational Project Management
Conclusion
About this Presentation
An Age of Chaos
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50% of current jobs will be automated out of existence
1 in 7 of the global population are on the move
Traditional companies struggling. More complexity for less.
25 billion internet connected devices by 2020 (Gartner)
On-demand economic forces – altering the nature of work
Instability – Euro deflation risk, nuclear weapons proliferation,….
Organisations – mankind's journey
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Tribal Age
Agrarian Age
Scientific/Industrial Age
Information Age
Violent - crude
Organised - stable
Innovation - markets
Globalisation - internet
$3 trillion lost annually due to project underperformance 1
13% engaged, 63% not engaged, 24% actively disengaged (Gallop)
“Many people sense that the current way we run organisations has been stretched to its limits. We are increasingly disillusioned with organisational life” F. Laloux
PM – urgency and opportunity
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1 Prof Rodney Turner et al, Perspectives on Projects (Routledge, 2010)
Large proportion of contractor staff
Inexperienced leadership (esp at board level)
C-level/staff disengagement
Project management not strategically developed
Inadequate systems for PM improvement and learning
Organisations designed for BAU, not projects
Methods obesity – not meeting the need for agility and creativity
Preoccupation with individual rather team capability
Current State of Projects-Organisations
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Neuroscience – for leadership
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The brain’s primary function is to keep us safe
People’s brains have developed the need to be in good relationships
The brain operates efficiently by making patterns/maps
We are much less rational than we think
The Teal Organisations – living entity
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New Age
Laloux F., Reinventing Organizations, Nelson Parker, 2014
Self-organising teams
No management authority
No job titles – fluid roles – no competition
Radically simplified PM – no project managers
Peer-based performance appraisal
INDIVIDUAL HUMAN ENTERPRISE
INITIATIVES ORANISATION DEVELOPMENT
PROJECT MANAGEMENT MULTI-DISCIPLINE ENGAGEMENT
COMMAND & CONTROL SELF-MANAGED TEAMS
PROCESS PRINCIPLES
MANAGEMENT LEADERSHIP (brain tuned)
The PM Shift – fresh perspectives, beyond PM
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Over 90% of defects belong to the system, not the individual (Dr W. Edward Deming)
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Building “Project-Intelligent” Human Enterprises
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P3M Performance – creating emotional commitment
“Outside-In” Approach
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Project-aligned BUSINESS MODEL
PM CODE OF PRACTICE
AGILE TEAM COACHING
SPECIALISED LEADERSHIP COACHING
Business Model for P3M Success
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Project-alignedBUSINESSMODEL
VALUE PROPOSITION
CUSTOMER SEGMENTS
CUSTOMER RELATIONSHIPS
KEY PARTNERS
KEY ACTIVITIES
KEY PEOPLE & RESOURCES
CHANNELS
COST STRUCTURES
REVENUE STREAMS
PM Code of Practice – clarifying P3M success
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SUPPORTS TALENT DEVELOPMENT aligned to PM roles referenced for skills planning cross-discipline relevance
ORGANISATION aligned to customer/business gateway to PM system promotes right values/behaviour vision into practice
PERFORMANCE MANAGEMENT supports consistent job goal setting project managers and sponsors clarifies project governance facilitates delivery integration
METHODS link to management system aligned to external standards best practice guidance links to templates, processes
The Future Project Manager
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EMPLOYER
Management System Professionalism CUSTOMER
ENGAGEMENT
PERFORMANCE MOTIVATION
CAPABILITY
Organisational Project Management
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Bodies of Knowledge Competency Frameworks Qualifications Prince2:2009® MSP® P3O® Change Management
Organisational Project Management
Copyright © 2015 Montydog Consulting Limited
Bodies of Knowledge Competency Frameworks Qualifications Prince2:2009® MSP® P3O® Change Management
ORGANISATIONAL PROJECT MANAGEMENT
Organisational Project Management
Copyright © 2015 Montydog Consulting Limited
An organisational perspective ….
Business context
Organisational leadership
Organisational strategy & design
Culture development
Teal/Agile formation
Communities of Practice
Cross-discipline talent management
Branding and marketing
Performance management
Best practice benchmarking etc.
“Organisational Project Management is a holistic development approach that builds organisations capable of delivering complex projects and programmes successfully. At its heart are practices that encourage leaders to lead people, teams and organisations to create project intelligent organisations.”
www.whereprojectsthrive.uk Trevor Band & Adrian Pyne
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Initiate a PM Shift in your organisation
Adopt an Organisational Project Management approach
Put down PM manuals – engage with new thinking and science
Start with LEADERSHIP
Conclusion
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Trevor Band Montydog Consulting: www.montydogconsulting.co.uk M: 07752 482896 E: [email protected]
Information
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