where did we go wrong
DESCRIPTION
This seminar discusses the ways and means in which projects facing high levels of auditing oversight can do everything right and still get the project wrong. The objective of this session is to have senior executive sponsors of projects consider the ways and means by which project managers and staff may be blocked from accomplishing their roles and responsibilities. This seminar will further discuss alternative approaches to removing these roadblocks while continuing to maintain appropriate levels of auditability, monitoring, and control over the project. This session is for anyone responsible for sponsoring projects and is subject to a high degree of auditing as part of their operational practices such as Federal Government Departments. Originally Presented at the itSMF Professional Development Days, Ottawa, Canada October 18, 2011TRANSCRIPT
Where did we go wrong?
The role culture plays inmanaging successful projects in
complex organizations
About the Presenter
Kevin Feenan CEO of Knomaze Corporation. • Over 25 years experience in IM/IT • MBA from University of Toronto• Doctorate in Organizational Design and
Leadership with the University of Phoenix (ABD)• Sr. PM @ Agriculture and Agri-Foods Canada
OrganizationalComplexity• Five Generic
Organizational Structures
• Simple• Machine Bureaucracy• Professional• Divisionalised• Adhocracy
Conflicting
• Divisional forms of organization are common place
however• Adhocracy based
teams develop when projects span control boundaries
Dimensions of Culture
• Consistency• Individualism• Competing• People Centrality• Ration• Egalitarian• Internal Drive• Stable Continuity• Long-term
• Pragmatism• Group Orientation• Partnership• Result Centrality• Inspirational• Hierarchical• Responsiveness• Dynamic Change• Short-term
Cultural Hotspots
PM is pulled from the mid-line of one
primary branch
PM span of control is lateral, not vertical
You’re not my boss
Cultural Hotspots
That decision is above my pay-grade
Ineffective / blocked communications
Cultural Hotspots
Not my responsibility
Weak strategic planning across
branches / teams
Cultural Hotspots
When did this happen?
Lack of strategic direction
Cultural Hotspots
• Language Training• Retirement• Lateral Moves• Promotion• Consultant Turnover
Cultural Hotspots
Was told to go do something else
Branch / Team Assignments
Project Responsibilities
Cultural Hotspots
Nobody asked me
Failure to leverage knowledge assets
Cultural Hotspots
What do you mean she’s gone?
Failure to retain knowledge assets
Cultural Hotspots
Its not a risk, we still have time to fix it.
Inability to learn from past mistakes or consider lessons
learned
What is reallyhappening?Structural• Pragmatic• Rational• Competing
Human Res.• Individualism• Short-term
Political• Results Centric• Hierarchical• Internally Driven
Symbolic• Dynamic Change
What should behappening?Structural• Consistency• Inspirational• Partnership
Human Res.• Group Orientation• Long-term
Political• People Centric• Egalitarian• Responsiveness
Symbolic• Stable Continuity
Typical Management Response• Reorganize• Rebrand• Reassign• Re-scope• Redefine• Revoke
Successful projects begin with healthy and stable cultures
Alternative Approaches
• Build cultural elements into the strategic plan of the organization
• Get to know the culture both horizontally and vertically
• Remove cultural barriers• Celebrate mistakes• Identify knowledge assets
Auditing & Control
• Stakeholder analysis should drive the project structure and governance
• Establish metrics for cultural engagement• Ensure there is at least one senior knowledge
asset in control of the project at all times• Include a cultural component to contingency
estimates.
About the Company
Knomaze Corporation• Incorporated 1997• Client References: Bell Canada, Bell
Mobility, Xerox, EDS, AAFC• Projects $2-25M• [email protected]• 613 276 1911
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