organisational project management flies into gatwick
TRANSCRIPT
Organisational Project Management
flies into Gatwick
Adrian Pyne
Provek Ltd – Tel: 01635 524610www.provek.co.uk
Process Technology
People
Integrate
Slide 2Applied Impact Technology 2
Slide 3
Contents
The limitations of Portfolio Management
Inside and Outside Project Management
Creating a landscape for success: Organisational Project Management
What Organisational Project Management looks like
OPM flying into Gatwick
Other examples of OPM
Making OPM happen
Slide 4
Sol
The limitations of Portfolio Management
Peripheral
Slide 55
Projects are viruses
The limitations of Portfolio Management
Slide 6
The limitations of Portfolio Management
Peripheral, lacks attention until something blows up
Not part of BAU
Seen overhead instead of investment in Value
Integration with Ops – Heath Robinson not untypical
Not sustained
No career path – Ops career suicide
No direct line to Board or Strategy
PMO “just does a few reports”
Slide 77
$95,000 per second
70%
60%
50%
40%
30%
0.5%
Paradox: the need for Portfolio Management
The limitations of Portfolio Management
Slide 8
Organisational Project Management
8
Within projects and programmes
Inside and Outside Project Management
Slide 9
Creating the landscape for successOrganisational Project Management
Slide 10
Creating the landscape for successEvolving the Organisation Culture
VisionStrategy
Technology
ProcessPoliciesValues
Organisation
Rules
BehavioursBehavioursSymbols
Relationships
Perceptions
Beliefs
Assumptions
Unwrittenrules
Common practice
10Projects become part of BAU
Slide 11
Creating the landscape for successEvolving the Organisation Culture
VisionStrategy
Technology
ProcessPoliciesValues
Organisation
Rules
Symbols
Relationships
Perceptions
Beliefs
Assumptions
Unwrittenrules
Common practice
11
Slide 12
Creating the landscape for successOrganisational Project Management – more than OPM
Project
Resource owners
Customers
Governance
Those impacted
Grand ViziersSultans
Resources
Media
Regulation
Noise makers
Suppliers
Competitors
Other (competing?) projects
EPMO
Organisation
Ops processes
Slide 1313
The landscape of an airport
Regulator
Airside
TerminalsIT
Handling
Airlines
Finance
Passengers
Commercial
Local authorities
Constructors/ Contractors/ Suppliers
Media
Executive/Owners
Local people
Employees
HR
Security
Unions
ATC
Competition
Retailers
Slide 1414
Organisational Project Management
“Organisational Project Management is a holistic development approach that builds organisations capable of delivering complex projects and programmes successfully. At its heart are practices that encourage leaders to lead people, teams and organisations to create project intelligent organisations.” Copyright 2015 © Montydog Consulting Limited.
In a nutshell….
OPM..is the thinking and practices that lead to…businesses that are great at projects.
Slide 1515
Trusted organisation
Adaptive operating model – i.e. not too centralised
Devolved governance
P3 embedded in business operations
Continuous learning is embedded
Self-organising teams and people
Collaborative culture
Leadership tolerant of ambiguity
What Organisational Project Management looks like
Slide 16
OPM flying into Gatwick
Clear leadership from COO and Sponsors
Empowered Sponsors and project leaders
Intention to make projects part of Business as Usual
A delivery oriented culture focussed on Value
People know their roles and how they relate to others
Slide 17
OPM flying into Gatwick
An integrated P3 Framework
Professionals being developed
A PMO with two clear roles
light touch (Agile?) governance
standards ownership and improvement leadership
Collaboration culture, e.g. with Finance
Integrating P3 and Finance business processes
Slide 1818
Project based business
Direct reporting to Board
Delegated authority based on revenue and profit growth
Financial approach re-engineered for project financing
Integrated Bid to Operate approach with Account Directors
Adaptation of kit order system for project bulk orders
Other examples of Organisational Project ManagementC&W Professional Services
Slide 1919
Sponsor leadership
Business resources assured
Programme: Agile culture
IT project: Agile culture & Sprints
Other projects: Serial approach
Other examples of Organisational Project ManagementAgile Organisational Project Management at Sainsbury’s
Slide 2020
Making OPM happen
ProjectProject
Project value culture
P3 Career Path
Part of BAU
Part ofStrategy
Min. Level 4 capability:•Portfolio management•Programme management•Project management
Regular Boardvisibility
Project selection
Tools
Integrated with:•Finance•Corp Gov.•Ops functions
EPMO
Dashboards
Integrated withChange Mngt.
C levelleadership
Slide 21
When things go right
1 F1 Tyre change teams
2 Emergency services reaction to the Kent fog pile up Sep 2013
3
Shell worldwide safety culture4
Sky cycling team win Tour de France (twice)
Nick Leeson – who cared?
When things go wrong
Libor scandal – who checked?
Fire centre control programme – who did it right?
King Darius III and the Gulf of Mexico oil spill
1
2
3
4
Making OPM HappenConsequences or a great prize
Slide 22
Contents
The limitations of Portfolio Management
Inside and Outside Project Management
Creating a landscape for success: Organisational Project Management
What Organisational Project Management looks like
OPM flying into Gatwick
Other examples of OPM
Making OPM happen
