Implementation 12

Project Management ImplementationUniting opposing forces

Frank van Dam

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Van Dam Orenda bv is an ACO (Accredited Consulting Organization) for PRINCE2 ®, MSP® , and P3M3 ®

PRINCE2 ®, MSP® and P3M3 ® are Registered Trade Marks of the Cabinet Office

The Swirl logo™ is a Trade Mark of the Cabinet Office

implementing PRINCE2


1. Project performance in general2. Performance and Maturity 3. Success factors4. Implementation of PRINCE2

1. Project performance in general

Van Dam Orenda

Product Development Consultants

4implementing PRINCE2

Small, random selection Standish, cited most, 1995 and 2001 Software hall of shame, IEEE 2005 PWC research 2004 en 2009 School of the Built Environment 2009 QUT: creating value with PRINCE2, 2010


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Software hall of shame….

The state of PRINCE2according to QUT

“…PRINCE2 is perceived as a robust, … framework which underwrites project success,"

"However ..success is dependent upon: organizations developing skills in project leadership and project governance as well as adeptly managing the accompanying

organizational change”.


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2. Performance and maturity

Van Dam Orenda



Maturity

5 steps to growth Borrowed from CMM

Step 3 is the hardest (really making

processes a standard that is followed)

business case maturity models

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31-10-2013

Performance = f (maturity)

p. 11

3 cheers for techies:


sector Estimated maturity level

CEO PM desired

Consumer

2+ 1+ 3,5

Financial 2,5 1,5 3,5

Tech + ict 3 2 4

Pharma 2,5 1,5 4

Public 1,5 ≈ 1 3

Implication: 2 types of maturity levels

Current level

Indicator for performance

Desired level

Based on strategy, goals, competition,…..


Implication: 2 types of maturity levels

Current level

Indicator for performance

Desired level

Based on complexity, strategy, goals,…..


3. Success factors

Van Dam Orenda



Innovation has nothing to do with how many R&D dollars you have….

It’s the people you have, how you’re led, and

how much you get it.



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Succes factors

The state of PRINCE2according to QUT

“…PRINCE2 is perceived as a robust, … framework which underwrites project success,"

"However ..success is dependent upon: organizations developing skills in project leadership and project governance as well as adeptly managing the accompanying

organizational change”.


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Successful Change

in 8 Steps

6.b. Successful Change in 8 Steps

A. Set the stage Steps 1 and 2

B. Decide what to do Step 3

C. Make it happen Steps 4 to 7

D. Make it stick (8)

1. Create sense of urgency

2. Pull together a guiding team

3. Develop vision of change and strategy

4. Communicate for understanding + buy-in

5. Empower others to act

6. Produce short term wins

7. Don’t let up

8. Create a new culture



Successful change alternative:

Spirit lends the power

Need makes you move

Vision sets the course

Success makes believe

Stories

Structures evoke

Capacities make it possible

Systems enforce

Actions

4. Implementation of PRINCE2

Van Dam Orenda



Effective Implementation of PRINCE2: (top down)

1. Project governance

2. Project-leadership

3. Building dedicated processes and themes

4. Able execution of roles

5. The bigger the change, the tougher the change

6. Using MSP and Kotter

A. Create conditions

B. Method itself

C. Fitting organisational-change


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1. Project governance:

Agreed selection (portfolio) of projects number, type, contribution to organisation In the right manner (“assurance” / maturity) Properly crewed (see 2)

Contribution to the organisation:a) Strategic importance, nature of the projects

b) Position within operations and environmenta) Matrix: line vs project

b) Benchmarks and gate(way) reviews

c) Competitor comparison


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2. Project-leadership (board + PM)

Two sides: Hard skills (foundation, practitioner etc) Soft skills (leadership, negotiating,..)

To be created using a dedicated recuritment & training programme Talent-Pool created and maintained (P3O, centres of

excellence) Rules for engagement

(in board between sr supplier and exec)


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3. Building dedicated processes and themes

According to PRINCE2 Fitting with your circumstances Connecting with specialist content In 3-5 “popular” types

Developed by or with Centre of excellence Often hard to see: requires abstract thinking


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4. Able execution of roles

Provide guidance with handbooks, procedures etc Specifically designed for each type of project Train and evaluate, learn the lessons learned

P3O, centres of excellence

Train, train, train (in PRINCE2 and your approach) Match (the teamroles; for hierarchy + team)


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5. The bigger the change; the tougher the change:

a) Importance, position, need The bigger the need, importance, size of projects:

the bigger, more formal and more integral the change trajectory

And…., the bigger the stricter the governance must be; this usually calls for a culture change.

b) maturity gap to be bridged: 1 level step takes (on average) 1 to 1,5 yr! Hints per step in maturity model (for PRINCE2 and

governance)


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6. a. Using MSP

MSP = Managing Successful Programmes Programme Management = implementation of a portfolio

of projects and activities that together achieve outcomes and realise benefits that are of strategic importance.

Vision – Blueprint – Tranches – Benefits To include “hard”and “soft” aspects!


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6. a. Using MSP; blueprint example


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6.b. Successful Change in 8 Steps

A. Set the stage Steps 1 and 2

B. Decide what to do Step 3

C. Make it happen Steps 4 to 7

D. Make it stick (8)



3. Develop vision of change and strategy


5. Empower others to act

6. Produce short term wins

7. Don’t let up

8. Create a new culture



Tell people that change is important and needed soon

Know the current issues, areas of challenges, and places where opportunities are for change From maturity benchmarks, comparisons

Know the leaders and followers Obtain agreement about how important making

changes are Stakeholder analysis (Sunflower, force-field etc)



Build a strong group that will help you implement change With enough

Leadership / Power Skills / Credibility / Authority Sense of urgency

to make the change happen


3. Develop a Vision of change and Strategy

Create a positive vision for where change will take the organisation

Include: the opportunities change will bring and the hopeful future being created

Develop a plan for getting to the destination you have talked about MSP: blueprint and benefit map



Use every resource possible to always discuss the new visions and plans

The change team and sponsors should act as role models for the behaviors of followers


5 Empower others to act

Work hard to get rid of obstacles (both actual and perceived)

Change the systems that block change Encourage followers to:

Take logical risks Think outside the box Use non-traditional ideas, activities, and actions


6. Produce short-term wins

Create small steps where people can have successes Reward the people who achieve the goals/small steps

Because change is a long term process


7. don’t let up

Demonstrate change through your small steps and successes: Use this credibility to change all of the policies that no

longer fit the new vision Hire and promote individuals with the talents to make the

change real


8 create a new culture

Hold on to the new ways of behaving So that the change becomes a part of the daily routine in

your group Make sure that systems, policies and incentives match the

change


How can we help you to implement PRINCE2?

Van Dam Orendaproduct development consultants

PB 62

7620 AB BORNE, NETHERLANDS

+31-74 - 250.9155

www.orenda.nl

Frank van Dam

[email protected]


Implementation 12

Business

Transcript of Implementation 12