db&a, 2002-2011 connecting business strategy to program performance presented to:project...
TRANSCRIPT
DB&A, 2002-2011
Connecting Business Strategy to Program Performance
Presented to: Project Management Cluster Group
October 28, 2011
INNOVATION for a better world
DB&A, 2002-2011
Today’s Discussion Map
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SYSTEM VIEWHow do we step back and understand the
environment that surrounds our
program?
How can we accommodate the environment and anticipate future
trends?
FLEX MANAGEMENT
How do weexecute a program
plan focused on achieving strategic
goals?
How does aProgram Manager
tie business strategy to program performance?
SEE RELATIONSHIPS
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Business Strategy
Management’s plan to fulfill the purpose of the enterprise
Broad and holistic in nature‒ Places the enterprise within a
greater context‒ Balances competing needs to
achieve overarching goals‒ Deals with shareholders, enterprise balance sheets,
suppliers, customers, employees, the fuzzy and evolving business climate (boundary issues)
Thinking and Planning
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Program Performance
Management’s expected resultsfrom program investments
Focused and specific in nature– Places resources within a targeted
context– Competes for resources to
achieve specific goals– Deals with program-level stakeholders, budget execution,
objectives, milestones, action steps, clear assumptions(program issues)
Acting and Doing
DB&A, 2002-2011
Connecting Strategy to Performance
Connecting Business Strategy to Program Performance
The power of “AND” vs. tyranny of “OR”
It’s about Thinking and Doing at thesame time and in a coordinatedfashion
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Ensuring that program results align withand help fulfill the purpose of the enterprise
DB&A, 2002-2011
Acquire These Capabilities
1. View your program from a system perspective
2. See relationships and interactions within the system dynamically over time
3. Utilize Flex Management to establish design criteria for your program plan and regularly review and revise it as needed to achieve both strategic goals and program objectives
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DB&A, 2002-2011
What is a System?
System Attributes– A set of components– That are organized– To interact with each other– And work together– To achieve a defined purpose
– May be open or closed, and simple or complex– Have boundaries
A set of organized, interacting componentsthat work together to achieve a defined purpose
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Exploring a System
Let’s explore a system we know pretty well – the human body– What are the subsystems? What are they for?
• Skeletal, muscular, nervous, reproductive, immune, and digestive sub-systems, etc.
• Can we make a “superhuman” by taking the best parts of the best performers? What happens?
Hands on activity…
How does one understand a complex system?
Systems: interactions, surprise,change one thing and many things change
DB&A, 2002-2011
Systems View
Look at the environment in which the system operates
Look at the system from multiple perspectives and disciplines
Inside vs. Outside
Boundary Issues
Stakeholders
InsightsStakeholders
Perspectives
How do we step back and understand the
environment that surrounds our program?
DB&A, 2002-2011
See Relationships
Look at the Interaction amongthe elements of the system
Look at the dynamics of how the relationships change over time.
Rich Pictures
Causal Loops
Influences
HypothesesMaps
Models
How can we accommodate the environment and
anticipate future trends?
DB&A, 2002-2011
Flex Management
Establish strategic design criteria that guide program plan development
Revisit the program plan regularly as the system evolves over time
Mission
Linkages
Financials
Outputs
Vendors
Regs & StandardsBudget
R&D
How do weexecute a program plan focused on achieving
strategic goals?
DB&A, 2002-2011
Connecting Strategy to Performance
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SYSTEM VIEWGet a systems view and understand the environment within which your program
operates
SEE RELATIONSHIPS
See the relationships and interactions within the system at work dynamically over
time
FLEX MANAGEMENT
Establish strategic design criteria for
plans against which to regularly review and
update program plans
Ensuring that program results align withand help fulfill the
purpose of the enterprise
DB&A, 2002-2011
A Program Example
Support to FAA Fatigue Risk Management (FRM)
Exploring the system(s) within which the FRM program operates
Seeing relationships and interaction dynamics within the FAA, with external entities, and at the boundaries
Supporting the strategic needs of the FAA while achieving program performance
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DB&A, 2002-2011
Additional Information
Seeing Systemsby Barry Oshry
Systems Thinking & Learningby Stephen Haines
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DB&A, 2002-2011 15
Contact Information
Internet– www.dbainnovation.com
Address– 4000 Legato Road
Suite 1100Fairfax, Virginia 22033
David A. Buczek, President– eMail: [email protected]– Tel: (703) 861-5332