Service-Oriented Project Service-Oriented Project Management (SOPM)Management (SOPM)

Jerry Manas, PMPJerry Manas, PMPjmanas@marengogroup.com

Despite standards, certifications, Despite standards, certifications, methodologies, and EPM systems, methodologies, and EPM systems,

75% of projects still fail75% of projects still fail..

Are we delivering value?Are we delivering value?

““Strive not to be a Strive not to be a success, but rather to be success, but rather to be of value.”of value.”

- Albert Einstein- Albert Einstein

SOPM: SOPM:

A professional A professional services services approach to approach to project project management.management.

A mindset toward A mindset toward value.value.

Traditional PM vs. SOPMTraditional PM vs. SOPM

On TimeOn Time On BudgetOn Budget Meets Meets

RequirementsRequirements

Client SatisfactionClient Satisfaction Employee SatisfactionEmployee Satisfaction OutcomesOutcomes AlignmentAlignment

Traditional PM Drivers SOPM Drivers

Inward Focus Outward Focus

Japanese Outward ViewJapanese Outward View

Honda: Sangen Shugi Honda: Sangen Shugi ((Three Actuals: actual place, actual Three Actuals: actual place, actual parts, actual clientparts, actual client))

Toyota: Genchi GenbutsuToyota: Genchi Genbutsu(“Go and see for yourself.”)(“Go and see for yourself.”)

Starts with Starts with requirementsrequirements

Assumes goals Assumes goals are correctare correct

Focuses on execution Focuses on execution to a stated planto a stated plan

Aims to meet Aims to meet expectationsexpectations

Starts with symptoms. Starts with symptoms. ideas, and researchideas, and research

Validates goals and Validates goals and alignmentalignment

Focuses on client Focuses on client satisfaction and valuesatisfaction and value

Aims to exceed Aims to exceed expectationsexpectations

Traditional PM

SOPM

Implementation-Driven Service-Driven

SOPM Leadership Roles: SOPM Leadership Roles: The Path to ValueThe Path to Value

Client Solutions ExpertClient Solutions Expert: Care: Care Project ManagerProject Manager: Facilitation: Facilitation Business AnalystBusiness Analyst: Expertise: Expertise Project SpecialistProject Specialist: Administration: Administration

Can one person do all this? Should they?

The SOPM Framework: The SOPM Framework: Practical SimplicityPractical Simplicity

SOPM: UnderstandSOPM: Understand Understand:Understand:

• The clientThe client• The organizationThe organization• The situation/problem/opportunityThe situation/problem/opportunity• The “whole system”The “whole system”• Prioritized goals, wants, and needsPrioritized goals, wants, and needs• The “benefit of the benefitThe “benefit of the benefit**””• External factors/marketExternal factors/market• SWOTSWOT• The players involved (language, culture, The players involved (language, culture,

who stands to lose or gain)who stands to lose or gain)

* Ref: Made to Stick, by Chip and Dan Heath

SOPM: UnderstandSOPM: Understand Understand:Understand:

• The resources availableThe resources available• The subject matterThe subject matter• Constraints (time, cost, features)Constraints (time, cost, features)• Risks Risks • The leadership style requiredThe leadership style required• Past successes and failures (internal, Past successes and failures (internal,

external)external)• Use Cases (Experience Mapping)Use Cases (Experience Mapping)• Future Needs and Implications Future Needs and Implications

Socrates 469-399 B.C.E.

Why are you saying that?Why are you saying that?

Can you give me an example?Can you give me an example?

What causes that?What causes that?

How do you know?How do you know?

Then what would happen?Then what would happen?

What else might that affect?What else might that affect?

Is that really the right Is that really the right question?question?

How else might we How else might we accomplish that?accomplish that?

Lead by QuestioningLead by Questioning

S=Causes change in same direction as the causing variableO=Causes change in opposite direction from the causing variable

Understand the Whole System:Understand the Whole System:Causal Loop DiagramCausal Loop Diagram

The Whole System:The Whole System:Causal Loop DiagramCausal Loop Diagram

SOPM: PrepareSOPM: Prepare Prepare:Prepare:

• The client (expectations)The client (expectations)• Stakeholders Stakeholders

(expectations/alignment)(expectations/alignment)• The right team (roles, people)The right team (roles, people)• Guiding and operating principlesGuiding and operating principles• Infrastructure and toolsInfrastructure and tools• The strategic modelThe strategic model

Strategic Strategic ModelModel

Client

VisionMissionGoals

Strategy

TacticsRoles

ObjectivesRelationships

Client

Where? (end state)Why?What?How? (approach)

How? (elaborated)Who?

What? (specific)

Problem/Need?

Values/Synergy Expectatio

ns

SOPM: PrepareSOPM: Prepare Prepare:Prepare:

•RequirementsRequirements•The project approach and planThe project approach and plan•Task dependenciesTask dependencies•Cross-project dependenciesCross-project dependencies•Milestones ListMilestones List•The budgetThe budget• Training (situational, subject Training (situational, subject

matter, tools, protocols)matter, tools, protocols)

SOPM: PrepareSOPM: Prepare Prioritized Service Quality Prioritized Service Quality

StandardsStandards• e.g. Walt Disney Resorts:e.g. Walt Disney Resorts:

1.1. SafetySafety

2.2. CourtesyCourtesy

3.3. ShowShow

4.4. EfficiencyEfficiency

* Ref: The Disney Institute: The Disney Keys to Excellence

Service Integration MatrixService Integration Matrix

Team Team BehaviorsBehaviors

ConduciveConducive

SettingSettingProcess Process ElementsElements

SafetySafety

CourtesyCourtesy

ShowShow

EfficiencyEfficiency

* Based on the integration model used at Disney

What might YOUR What might YOUR prioritized Service prioritized Service Quality Standards Quality Standards Look Like?Look Like?

SOPM: IterateSOPM: Iterate

•Strive for prototypes and Strive for prototypes and pilots where possiblepilots where possible

•Deliver in incrementsDeliver in increments•Manage changes to Manage changes to expected outcomesexpected outcomes

SOPM: IterateSOPM: Iterate Incremental delivery results in:Incremental delivery results in:

Earlier benefitsEarlier benefits Quick wins = less resistanceQuick wins = less resistance Fact-based discoveriesFact-based discoveries Ability to course-correctAbility to course-correct Less risk if early terminationLess risk if early termination Maintaining momentum/attentionMaintaining momentum/attention Better focus and scope controlBetter focus and scope control Paced spending (timed with value)Paced spending (timed with value)

SOPM: TransformSOPM: Transform Transform (wellness versus Transform (wellness versus

“the cure”):“the cure”):•Who:Who: The client, the The client, the

organization, stakeholdersorganization, stakeholders•What:What:

Capabilities – to maximize Capabilities – to maximize benefitsbenefits

Next Steps – path to growthNext Steps – path to growth Support systemSupport system

SOPM: TransformSOPM: Transform Transform:Transform:

•Who:Who: The project team The project team•What:What:

Lessons-learned – future Lessons-learned – future capabilitiescapabilities

Recognition – future performanceRecognition – future performance Development plan – build on Development plan – build on talentstalents

Redefining SuccessRedefining Success

Stakeholder SatisfactionStakeholder Satisfaction Employee Satisfaction Employee Satisfaction OutcomesOutcomes Cultural Alignment (practices, Cultural Alignment (practices,

principles, beliefs, needs)principles, beliefs, needs) Vision Alignment (current vision vs. Vision Alignment (current vision vs.

strengths, core values, intended strengths, core values, intended objectives, stakeholder needs)*objectives, stakeholder needs)*

* Ref: The Disney Way, by Bill Capodagli and Lynn Jackson

A Holistic View of ValueA Holistic View of Value Qualitative and QuantitativeQualitative and Quantitative Total Value of OwnershipTotal Value of Ownership

• Includes value to employees, Includes value to employees, clients, users, end customersclients, users, end customers

• Direct and indirect valueDirect and indirect value

A Holistic View of ValueA Holistic View of Value• SOPM Value chain:SOPM Value chain:

1.1. Internal service mentality & learning cultureInternal service mentality & learning culture

2.2. Employee engagement and satisfactionEmployee engagement and satisfaction

3.3. Employee productivity and performanceEmployee productivity and performance

4.4. Internal client engagement and satisfactionInternal client engagement and satisfaction

5.5. Improved product qualityImproved product quality

6.6. Superior external serviceSuperior external service

7.7. External customer satisfactionExternal customer satisfaction

8.8. External customer retentionExternal customer retention

9.9. Revenue growth and profitRevenue growth and profit

The Long-Term ViewThe Long-Term View

“Profit is the applause you get for taking care of your customers and creating a motivating environment for your people.”

- Ken Blanchard, Leading at a Higher Level

SOPM: SOPM: Making Project Management Part Making Project Management Part

of a Service Cultureof a Service Culture

“Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.”

- Peter Drucker

“The goal as a company is to have customer service that isnot just the best, but legendary.”

- Sam Walton

For More InformationFor More Information jmanasjmanas@marengogroup.com@marengogroup.com www.marengogroup.comwww.marengogroup.com www.PMThink.comwww.PMThink.com www.creatingweinstitute.comwww.creatingweinstitute.com

www.pmthink.comwww.pmthink.com