conference topics 1215

© Olivier Lazar & Valense Ltd. 1998 - 2015“PMI”, the PMI Logo, “PMBOK”, “PMP”, “CAPM”, “PgMP”, “PMI-SP”, “PMI-RMP”, “PMI-ACP”, “PfMP”, “PMI-PBA”, the Registered Education Provider program and the R.E.P. logo, are registered marks of Project Management Institute, Inc.

December 2015®


Olivier Lazar, Msc, MBA, PgMP, PMP, PMI-PBA, PMI-RMP, PMI-SP, PMI-ACPPMI LIMC Alumni

§ Olivier Lazar, is an Organizational Governance consultant, coach and trainer. Graduate with a Master’s degree and an Executive MBA in Strategy, Project and Program Management from the Lille Graduate School of Management and from the PMI Leadership Institute Master Class 2013. Committed to the advancement of the profession, he’s Managing Partner at Valense, Ltd., Past President at the PMI Switzerland Chapter, and currently sitting at the Chapter Members Advisory Group at PMI.

With more than 15 years of Project and Program Management experience, both on the operational and consulting perspective, Olivier has worked in a large scope of industries, from Corporate Finance to Aerospace or from E-business to Pharmaceutical and Energy. He has been published in professional press and has presented in number of PM conferences around the world, including PMI Global Congresses in EMEA and North America, and is as well Seminar Leader for PMI SeminarsWorld®.He’s also one of the very few to hold six credentials from PMI: PMP®, PgMP®, PMI-PBA®, PMI-RMP®, PMI-ACP® and PMI-SP®.

Olivier's leitmotiv lies in his conviction that sharing Knowledge is a major factor for global performance and common development, organizational and personal, as such, Olivier is also a member of the PMI Educational Foundation Leadership Society, promoting Project Management as a Skill for Life.


Break your team's boundaries toward Success, and yours toward Leadership!

The business and organizational environment is becoming more and more complex, more and more changing and constantly evolving. Organizational structures are not stable anymore as they have been few years ago and roles are not matching positions anymore. Doing a good job is not sufficient anymore, and performance is not a guarantee for success any more either...

Then what? Managers are pushed out of their usual fields, they can't manage anymore... they need to lead! Huge difference! Difference in philosophy and difference in tools, means, goals, approaches... Integration between domains which were so far separated such as Project Management, Program Management, Business Analysis, Portfolio Management, Operations and Strategy into an unified framework, very well illustrated by the current editions of the related and respective PMI Standards, creates a new complex (and not anymore simply complicated) business and organizational environment, exposing the Managers to new challenges.

Let's get a look at few aspects of this new Leadership Paradigm


When Change is not a Change anymore, Organizational Evolution and Improvement through Stability.

Organizations change. They must change, or they disappear. But why changing, when, how and what?

Organizations struggle into ensuring that the different changes they implement are really creating Value. Often, Change is perceived like a goal in itself, organizations implement change for the sake of changing and are stuck within a continuous changing loop, accumulating layers of permanent change which appears to be counter-productive, demotivating and finally dreadful for the organization itself.

We'll explore how to determine if a change has to occur, and how to ensure it delivers Value... Through stability, when the change is not a change anymore.

In the Project Management world, and in the framework defined by PMI® with the PMBOK Guide®, the Program Management Standard and the Portfolio Management Standard, our organizations create the conditions for change (Portfolio Management), assemble the triggers for change (Project Management) and finally deliver the Change itself (Program Management) by developing new capabilities. By developing this continuous processes, some might think that Change is an ongoing iterative process, that evolution is a never ending flow of emerging changes.

Actually, it’s not. If the flow of change is continuous in the organization, it doesn’t have the time to absorb the change and realize the expected benefits.


The Shift in the Project Management Profession: From Complication to Complexity

In the recent years, Project Management has faced an impressive evolution in the expansion of its scope. One of the best illustrations of that evolution is the emergence of Standards addressing Program or Portfolio Management, and not only at PMI…

Thus, the roles and responsibilities of the Project Manager have also evolved tremendously.

As this role is basically described in the different Project Management standards, the Project Manager is responsible of delivering the outcome of the project, taking into account the classical triple constrain of Time, Cost and Quality. And that’s it, most of the time, in most of the organizations. This vision of the performance of a project, and very often then of its success, describing the “technical”, “complicated” aspects of project management representing one dimension for the Project Manager to address.

But, even if respecting and delivering in the parameters of the triple constrain reflects a good project management performance, this does not reflect anymore the success of a project. The success of a project has nowadays to be measured in regards to the Value produced by the outcome of the project. And in many organizations, it is easy to deliver on time and on budget an outcome which doesn’t produce the Value expected by the project stakeholders. Even if the project is delivered within the triple constrain, and if its outcome fails in delivering that Value, the optimal usage of resources by the project manager was a waste in regards of the organization.


From Lessons Logged to Lessons Learned...

§ We will address an old organizational disease: Amnesia, or selective amnesia…Lessons extracted from projects are one of the most valuable assets in an organization. Why so many of them fail to use past experience and tend to re-invent continuously the wheel?

§ How to ensure that data will be transformed into useable and useful information? How to implement operation processes around Lessons Learned? These are the topics to be addressed in this presentation.


The Project Team, or how to drive a car with wheels turning in opposite ways?

The major challenge for the Project Manager lies in his team.

What ever is the structure of the organization where the project takes place, the Project Team has to obtain from its members to deliver the expected performance and Value.

His level of authority varies from none in a Functional organization, to full authority in a Projectized one. But his/her aim remains: ensuring the team members are committed, motivated and aligned. Ensuringhe/she will get from them the right outcome at the right time with the expected performance.

A project team is definitely a complex being, gathering many different individuals, with differentpersonalities, different cultures and different expectations.

In this presentation, we will see how to deal with this differences all along the Project and the application of the Project Life Cycle as described in the PMBOK Guide®.We will talk about conflicts, management and utilization of them.We will see how and when switch between different leadership styles, and how concretely apply thesedifferent tools mentioned in the HR and Communication Knowledge Areas from the PMBOK Guide®.


Ensure the Sustainability of your PMO: Make it Temporary!

Many organizations and companies have or used to have one or more Project Management Offices. These PMOs can assume different shapes and structures, different roles and rules and take different positions in the organizational chart, by being a function by their own or being attached to another department, usually the IT, Finance or Global Operations department.

Beyond the “trendy” current mood, and being a nice to have, PMOs are delivering value to the organization, as it has been shown in various studies, books and conferences, and no one as today would dare to state that having a PMO in an organization is useless. If a company does not already have one, it has the project to implement one.

But, to ensure its “Sustainability”, the PMO has to deliver Value on a continuous basis to the organization and on a long term. To achieve that result, the PMO has to find a new model, both structural and operational. This model has to be a mix between Strategic fit, flexibility and adaptability and be matching with the variations in maturity of the organization to comply with the changing needs of the organization at different stages of its journey to organizational perfection (journey that of course is endless).

This model is called the Project Management Office Life Cycle. It defines 4 phases in the life cycle of a PMO, corresponding to different stages in the increase of maturity of the organization and then to different related needs and expectations.


Operations and Strategy are Communicating again: The Project Driven Strategic Chain

Delivery of Value can only be done by applying a strong management process, taking into account the stakeholders and their expectations all along the project, extending the very scope of the project manager to deliver not only the project right, but also ensuring to deliver the right project, the right way for the right stakeholders to fulfil the right expectations. This is adding definitely new dimensions to the single Project Management technical aspects of the triple constrain. And by adding new layers and dimensions, the Value context to be addressed by the project manager moves from Complication to Complexity.

In this presentation, we will explore these new dimensions, connecting Projects, Operations, Programs and Strategy, relaying with principles of Value Management and Complexity Management to define, address and achieve project success. As a conclusion, we will also show operationally how to define and measure Value through a Project Value Chain helping project managers to Identify Stakeholder, Express their Expectations, Identify their Needs and Formalize Project’s objectives.


An operational model to reach Project Success.Value and Benefits to rocket your projects and

stakeholders to the sky's of success

The recent up-date of the PMBOK Guide® has seen the addition of a 10th Knowledge Area: Stakeholder Management. What does it mean exactly, what are the implications in our daily life as Project Managers? What does it change in the very concept of Project Management?

We will see these implications and how to integrate the Stakeholders in our projects in order to create Value, ensure that the project we are undertaking is not only well managed but also that it isthe right project to be managed.

We will explore Oliviers concept of the Value Chain, based on the principles of Value Management, which will help to develop the back-bone of our initiatives.

We will see how to move from the Stakeholders Identification and the analysis of their expectation to the concrete objectives of the projects and their representation through the WBS, and intomeasurable performance and quality metrics.

The Value expected to be realized through a project is relative and subjective, defining projectsuccess...

We will build a Value Chain, used as a real backbone and source for almost all key processes and knowledge areas; from the Business Case, to the WBS; from Quality to Communications and Stakeholder Management.

10


The Bricks for building your Portfolio: Risk, Benefits & Value

Organizations that adopt projects as a mean to achieving change and delivering results often find it difficult to prioritize projects and to make best use of their resources; additionally, many recent surveys have demonstratedthat project backlog is a major issue in organizations.

Portfolio management is a management approach that aims to align project efforts with the corporate strategy and optimise the efficient use of resources throughout the organization.

This presentation focuses on 3 aspects of the management of portfolios:

- Prioritization of projects and other activities, based on their contribution to organisational benefits and theirachievability

- Allocation and prioritizing of resources between those projects and activities that have been chosen so that theycan deliver the expected benefits

- Consolidation of an integrated overview of your Portfolio based on performance and risks, including theirevolution over time.

We will see how a strategic Vision is formulated within the organization, and from this statement, how the organization evolves within a global strategic context and how to align the different dimensions which will allow to prioritize and control the different portfolios.

We will address the differences and complementarities between the organization's layers: Strategy, Portfolio, Programs, Projects and Operations.

We will oversee how to develop an integrated Value Chain allowing to align the parameters corresponding to Risks, Benefits and Performance of the various components of the Portfolios.

The presentation will also present practical examples from different industries showing various constructions of portfolios.


Stop Reacting, it’s too late! Start to Anticipate! Use a proper Project budget structure as an early warning

system integrating Cost, Scope and Risks.This presentation focuses on four aspects of the budget structuration of a project:

- Definition of the different budget envelops and their construction

- Rules on the usage of these envelops and related roles and responsibilities

- Usage of these envelops to monitor the project status and development of an early warning, predictive model by tracking the individual consumption of each part of the budget but also their relative consumption.

- Usage of these metrics to perform project quality assurance addressing Scope and Risks.

Learning Objectives:

Develop and enhance the contributions you make to your organization by being able to:

1. Understand the structure of a project budget aimed to predict trends in project’s behavior.

2. Understand how to realistically define the Cost targets of a project, taking into account a proper amount of Risk and Contingency.

3. Demonstrate capability to identify and analyze threats AND opportunities to maximize overall project success factors and overall Value.

4. Optimize decision making by preventing project deviations rather than reacting when they have already occurred.

5. Support the development of an Integrated Risk/Cost/Scope performant framework and culture.


Open your Strategic Horizon & Gain Organizational Agility, or How to Overcome

Organizational Inertia.Too many organizations struggle with the implementation of their strategic decisions and are stuck within a reactive mode, instead of being able to anticipate the different strategic adjustments they will have to make. They are victims of the combination of the inherent inertia of any organization and a restrained strategic horizon..

We call Organizational Inertia the latency between the moment a decision is made and the moment corresponding actions to implement this decision are initiated.

Organizational Inertia is inevitable and inherent to any organization. Decisions take time to be implemented. The delay between a decision andthe action to implement i twill of course vary from one organization to another, depending on the size, the organizational structure and the culture of that organization.

But as inevitable as it can be, Organizational Inertia, if not properly addressed and recognized can be very damageable to the organization, putting its strategic initiatives in jeopardy and refraining the organization from achieving its goals, by missing the eventual time to market constrains.

In the current times, where the lifespan of products and services is shorter than ever and has even a tendency to diminish, Organizational Inertia can be a deadly trap.

Learning Objectives:

§ By attending this session, you will be able to:

§ Develop and enhance the contributions you make to your organization by being able to:

§ 1. Understand alignment with organizational objectives & strategic goals.

§ 2. Demonstrate capability to analyze and select organizational initiatives.

§ 3. Apply the concept of Organizational Agility to expend your strategic horizon

§ 4. Optimize corporate benefits delivery

§ 5. Take responsibility for change & decisions to realize strategic & business objectives

§ 6. Actively manage business value within an Agile organizational governance framework.

§ 7. Recognize how Portfolio Management can contribute into maximizing the organization's ability to achieve its strategic objectives.

§ 8. Support the development of a performant and opportunity oriented organizational framework and culture.


General statements

§ All presentations follow the same format:§ 60 minutes presentation§ 15 minutes Q/A

§ Are necessary:§ A projector with a screen§ A lavalière microphone if the room size imposes.§ A flipchart with paper and 4 color pens

§ Are provided to the organizer:§ Description material§ A PDF file of the presentation and eventually the related white paper

§ Presentations are delivered usually in english, a delivery in french can bedone. Slides are always in english.


References§ PMI Global Congress North America 2014, Phoenix, AZ, USA, October 26th to 28th 2014.

§ IPMA World Congress 2014, Rotterdam, Netherlands, September 29th 2014.

§ PMI Global Congress EMEA 2014, Dubai, UAE, May 5th to 7th 2014.

§ PMI EMEA Leadership Institute Meeting 2014, Dubai, UAE, May 2nd to 4th 2014.

§ PMI Switzerland Chapter Event, March 31st 2014, Basle, Switzerland(http://www.pmi-switzerland.ch/regional/index.php?show=257&year=2014)

§ PMDays 2013 - PMI Romania Chapter - 7-8th October 2013, Bucharest, Romania (http://pmdays.ro)

§ PMI Ethics CoP Webinar - 31st October 2013

§ PMI North America Global Congress 2013, New Orleans, LA. October 27-29 2013.

§ PMI Leadership Institute Meeting EMEA 2013, Istanbul, Turkey, April the 20th 2013.

§ European PMO Symposium - Berlin, Germany, June 26th - 27th 2012. (http://www.pmo-symposium.com/).

§ Pharmaceutical Industry Project Management Group - Basel, Switzerland, May 29th - 30th 2012. (http://www.pipmg.org/).

§ PMDays 2012 - PMI Romania Chapter - Bucharest, Romania, May 25th - 26th. (http://pmdays.ro/).

§ PMI Global Congress EMEA 2012 - Marseille, France, May 7th - 9th.(http://congresses.pmi.org/EMEA2011/NextYearsCongress.cfm).

§ PMI Switzerland Chapter Evening Event, April, 5th 2012 Lausanne Switzerland. (http://www.pmi-switzerland.ch/regional/index.php?show=190 ).

§ 6th PMI Poland Chapter International Congress, Warsaw, Poland, October 4th - 5th 2011. (http://congress.pmi.org.pl/en/ ).

§ PMI Global Congress 2011 - North America, Dallas Fort Worth, TX, October 22nd - 25th 2011. (http://congresses.pmi.org/NorthAmerica2011/ ).

§ Interview in PM Network, April 2011 issue. PMI. (http://www.pmnetwork-digital.com/pmnetwork/201104/?sub_id=puGXsH65qK2Q#pg38 ).

§ PMI Global Congress 2010 North America, October 10th - 13th 2010, Washington D.C.

§ PMI Global Congress 2010 EMEA, May 10th - 12th 2010, Milan, Italy.

§ ... and many others...

© Olivier Lazar & Valense Ltd. 1998-2014“PMI”, the PMI Logo, “PMBOK”, “PMP”, “CAPM”, “PgMP”, “PMI-SP”, “PMI-RMP”, “PMI-ACP”, “PfMP”, “PMI-PBA”, the Registered Education Provider program and the R.E.P. logo, are registered marks of Project Management Institute, Inc.

Olivier Lazar, MSc, MBA, PgMP, PMP, PBA, RMP, SP, ACP

+ 41 79 962 00 62

[email protected]

http://ch.linkedin.com/in/olivierlazar

@olivierlazar

New YorkLondon

Qatar/Bahrain Pune

Sydney

Geneva

®

conference topics 1215

Documents