people people sig insights no.1 project success is subjective? to raise awareness of the people...
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People
People SIG InsightsNo.1
Project Success is Subjective?
To raise awareness of the People aspects of Project Management
To act as a catalyst on people issues within the PM Community
People
Background and context Materials were created at a People SIG workshop
on 25/10/06 and enhanced on 5/12/06It represents the thoughts of the attendees on the 2
days who were Donnie MacNicol, Nina Downes , Pauline Leech, Bob Newman, Brenda Hales, Paul Erricker, Andy Taylor, Anwen Owen, Paul Girling, Irene MacDonald and Steve Thomas
The slide pack aims to create discussion and debate
You can freely use the materials but intellectual property remains with the APM
We positively welcome your feedback Please email [email protected]
People
PeopleNo.1 Project success is subjective?
Basic premise is that for PMs to be successful they must focus attention on managing people’s
perceptions. 1. Projects are complex precisely because they involve
so many people2. No two people are alike3. People judge project success by their own
subjective criteria4. PM training focuses on objective criteria to judge
project success – we want to create a new focus on people and the importance of their perception.
People“Working with” change,
resistance and complexity
“For every complex problem there is an answer that is clear, simple, and wrong.”H. L. Mencken
People
Perception versus Reality
Split into groups
Come up with a list of the ways of measuring project success
PeopleProject Success - Perception is Reality
Success is not just meeting requirements of contract
Success is relative to expectationNot same factors of success in a project as in
the organisationHuman factors are key to successSuccess is personal as well as corporatePerception of key stakeholdersSuccess is time dependent – feels differentSuccess is changing all the timeTraditional success in PM is Time/Cost/QualityStated criteria vs. actual criteriaIt is impossible to satisfy everyoneShould not try to please each stakeholder
Success and failure depend upon perceptionPersonal egos skew realitySustainability is success in the long termSuccess or failure is claimed too soonSuccess is judged by what is said on the stairsCannot define success – its too complexReality is different for each stakeholderEveryone is looking for different hill tops
Project success is more subjective than objective
People
Stakeholders and Success
Our Belief is that the perception of success
in projects is primarily defined by the stakeholders
1. Who do we need to include in stakeholder management planning?
2. Who does stakeholder management planning?
3. Who actually manages this plan?
People
Stakeholders and Success
Our Belief is that the perception of success
in projects is primarily defined by the stakeholders
1. Who do we need to include in stakeholder management planning?
2. Who does stakeholder management planning?
3. Who actually manages this plan?
Who do you think are the stakeholders for this event?
PeopleNAO/OGC 2005 ReportCommon Causes of Project Failure
1. Lack of clear link between the project and the organisation's key strategic priorities, including agreed measures of success
2. Lack of clear senior management and Ministerial ownership and leadership
3. Lack of effective engagement with stakeholders4. Lack of skills and proven approach to project management and risk
management5. Too little attention to breaking development and implementation into
manageable steps6. Evaluation of proposals driven by initial price rather than long term
value for money (especially securing delivery of business benefits)7. Lack of understanding of and contact with the supply industry at
senior levels in the organisation8. Lack of effective project team integration between clients, the supplier
team and the supply chain
PeopleDimensions of success to manage with stakeholders
Time Cost Quality / Scope of Deliverables
» And what else?.......
PeopleDimensions of success to manage with stakeholders
Time Cost Quality / Scope of Deliverables Business Benefit / Value
» And what else?.......
PeopleDimensions of success to manage with stakeholders
Time Cost Quality / Scope of Deliverables Business Benefit / Value Stakeholder Perceptions Stakeholder Relationships Learning / Development (personal / corporate) Reputation in Market Health / Wellbeing of individuals Social responsibility How well did the project follow the process?
» And what else?.......
People
Subjectivity - Reframing
Fact View 1Pessimistic
View 2Optimistic
Project is Running 4 months late
High level of conflict resulting in high level of resignations
New System will delivered 3 weeks early
Delivered to Time Cost and Quality
People
Subjectivity - Reframing
Fact View 1Pessimistic
View 2Optimistic
Project is Running 4 months late
I’m about to be sacked Helps Cash flow
High level of conflict resulting in high level of resignations
New System will delivered 3 weeks early
Delivered to Time Cost and Quality
People
Subjectivity - Reframing
Fact View 1Pessimistic
View 2Optimistic
Project is Running 4 months late
I’m about to be sacked Helps Cash flow
High level of conflict resulting in high level of resignations
Great! New blood
Team is finally dealing with its issues
HR Director is involvedDisciplinaryUnion
New System will delivered 3 weeks early
Delivered to Time Cost and Quality
People
Subjectivity - Reframing
Fact View 1Pessimistic
View 2Optimistic
Project is Running 4 months late
I’m about to be sacked Helps Cash flow
High level of conflict resulting in high level of resignations
Great! New blood
Team is finally dealing with its issues
HR Director is involvedDisciplinaryUnion
New System will delivered 3 weeks early
No time to train the users
Time estimation is poor
What corners have been cut?
Can move out of rented offices early
Removed risk/cost of legacy system
Delivered to Time Cost and Quality
People
Subjectivity - Reframing
Fact View 1Pessimistic
View 2Optimistic
Project is Running 4 months late
I’m about to be sacked Helps Cash flow
High level of conflict resulting in high level of resignations
Great! New blood
Team is finally dealing with its issues
HR Director is involvedDisciplinaryUnion
New System will delivered 3 weeks early
No time to train the users
Time estimation is poor
What corners have been cut?
Can move out of rented offices early
Removed risk/cost of legacy system
Delivered to Time Cost and Quality
Great Project Team What a great waste of money – mocked by society and community
People
Changing Views Through Time
Scottish ParliamentTime 1 Brilliant conception for the budgetTime 2 Cost/Time Over runTime 3 End User SatisfactionTime 4 Unsafe Structure and
maintenance! Sydney Opera House Channel Tunnel NHS Computer Project
People
The Complexity of Success
We need to accept the complexity of Success and work with it, not pretend it isn’t there.
Project time period
Their influence
Their success criteria
(stated or hidden)
Their perception of success
Who is managing
the relationship
1 H Cost Positive ?
2 M Cost Neutral ?
3 L Reputation Negative ?
People
“The major barrier to interpersonal communication is our very natural tendency to judge, to evaluate, to approve or disapprove the statement of the other person”.Carl Rogers
Recognising, valuing and marshalling the subjective views of customers and stakeholders
People
Areas for development
Have you recognised subjectivity in your project?
Interested in providing a case study from your own experience?
Please email your thoughts to [email protected]
People
Summary
Traditional PM measures of success are inadequate
Project success is subjective Success is based on peoples perceptions
- inherently complex Perceptions and so success criteria will
change over time
So, what are you going to do differently?
People
Final thought
“In times of change learners inherit the Earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.” Eric Hoffer