le roy ward

Program Management Complexity─ A Competency Model

February 2012

J. LeRoy Ward, PMP, PgMPExec VP-ESI International

[email protected]: www.wardwired.com

www.linkedin.com/in/leroyward

http://www.esi-intl.com/

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Boeing 787Boeing 787 Dreamliner

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Nightmare!

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Boeing 787Boeing 787 Dreamliner Very complex aircraft

Accelerated delivery schedule

80% outsourced

43 top tier contractors

Hundreds of subcontractors

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Boeing 787Boeing 787 Dreamliner Complex, global supply chain

No prior experience with that

many contractors

Technology “not cooperating”

Cumulative delays

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Dude, don’t blame me!The frappas never

arrivedfrom Djibouti!!

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Boeing 787Boeing 787 Dreamliner Plane delayed by 2+ years

More than $6 billion in lost profits

Millions in contract penalties for late delivery

Reputation impugned

Quality called into question

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Yes, even our parachutes!!

Where is mine Farkas?

Captain Bill, were all these parts made by the lowest bidder?

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Here’s what we’ll cover

What is complexity?

The Levin-Ward Competency Model

Assessing Program Management Competency using the Levin-Ward Model

Implementing the Model─A Five Step Process

What is complexity?

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Complexity is “natural”

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…and, “man-made”

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A system is complex in the sense that a great many independent agents are interacting with each other in a great many ways. M. Mitchell Waldrop

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It has a lot of moving parts

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Key concepts in “complexity”

Tunisian street vendor Mohammed Bouazizi

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─ Nonlinear dynamics

Tunisian street vendor Mohammed Bouazizi

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Edward Lorenz & The “Butterfly Effect”

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─ Self-organization

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─ Self-organization

The Levin-Ward Competency Model

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Basic Structure

Purpose of the model

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Basic Structure


Identifying the specific competencies

6 Performance Competencies

8 Personal Competencies

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Basic Structure


Identifying the specific competencies 6 Performance Competencies


Model TaxonomyCompetency

• Elements Performance Criteria Types of Evidence

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Basic Structure


Identifying the specific competencies 6 Performance Competencies


Model TaxonomyCompetency

• Elements Performance Criteria Types of Evidence

Validating the model

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Performance Competencies

1. Defining

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1. Defining

2. Initiating

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1. Defining

2. Initiating

3. Planning

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1. Defining

2. Initiating

3. Planning

4. Executing

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1. Defining

2. Initiating

3. Planning

4. Executing

5. Monitoring & Controlling

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1. Defining

2. Initiating

3. Planning

4. Executing

5. Monitoring & Controlling

6. Closing

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PERFORMANCE CRITERIA

Identifies the program’s benefits

Defines the program’s benefits in measurable outcomes

States roles and responsibilities for benefits realization and management

Performance Competencies - an example from “Planning the Program”

ELEMENT 3.2 A BENEFITS REALIZATION PLAN IS PREPARED

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Identifies the program’s benefits

Defines the program’s benefits in measurable outcomes

States roles and responsibilities for benefits realization and management

Performance Competencies - an example from “Planning the Program”

ELEMENT 3.2 A BENEFITS REALIZATION PLAN IS PREPARED

TYPES OF EVIDENCE

Tangible and intangible benefits are identified

Documented benefits that are specific, measurable, attainable, realistic, and time-based

Documented roles and responsibilities in a Responsibility Assignment Matricx (RAM), or in a RACI chart

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Personal Competencies

1. Leading

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1. Leading

2. Building Relationships

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1. Leading


3. Negotiating

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1. Leading


3. Negotiating

4. Thinking Critically

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1. Leading


3. Negotiating


5. Facilitating

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1. Leading


3. Negotiating


5. Facilitating

6. Mentoring

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1. Leading


3. Negotiating


5. Facilitating

6. Mentoring

7. Embracing Change

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1. Leading


3. Negotiating


5. Facilitating

6. Mentoring

7. Embracing Change

8. Communicating

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Celebrates success throughout the program

Personal Competencies-an example from “Mentoring?

ELEMENT 7.4 RECOGNIZES AND REWARDS INDIVIDUAL AND TEAM ACCOMPLISHMENTS

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Celebrates success throughout the program

Personal Competencies-an example from “Mentoring?

ELEMENT 7.4 RECOGNIZES AND REWARDS INDIVIDUAL AND TEAM ACCOMPLISHMENTS

TYPES OF EVIDENCE

Example is formal recognition of accomplishments by specific individuals or team

Examples are how the team celebrated achievements

Documented evidence of lessons learned

Assessing Program Management

Competency using the Levin-Ward

Model

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Organizational Assessment

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Program Manager Assessment

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Prospective Program Manager Assessment

Implementing the Model-A Five Step

Action Plan

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Task 1 ─ Define User Requirements

Define the “respondent” population Create e-mail distribution lists Define scope of assessment Define demographics section

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Task 2 ─ Customize Survey Content

Methodology use Applying key best practices Adherence to stated practices Other areas of interest

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Task 3 ─ Develop Online Survey

Develop the survey Send link to org’s contacts for review Refine survey questions

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Task 4 ─ Deploy Survey

Send email survey invitation Specific time period noted Include contact name and email for

questions Send reminder and “thank you” emails

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Task 5 ─ Data Analysis & Assessment

Analyze data Write draft report & distribute Review comments/write final report Develop presentation of findings Refine improvement roadmap

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Stop the madness!

Copyright ESI March 2010 | Confidential - Internal Distribution

What was “wanted”What was “wanted”


What was “needed”What was “needed”


What was “specified”What was “specified”

What was “delivered”

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Want

more information?

Thanks for listening!

…let’s continue the conversation™

J. LeRoy Ward, PMP, PgMPExec VP-ESI International

[email protected]: www.wardwired.com

www.linkedin.com/in/leroyward

http://www.esi-intl.com/

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