1
Integrating PRINCE2® and MSP™ at the Vietnam Academy
of Social Science
Eddie Borup, ibp SolutionsArnaldo Pellini, Overseas Development Institute
International Congress for Programme, Project and Risk ManagementLondon, 10th-11th February 2009
2
1) Some information on Vietnam and the Vietnam Academy of Social Sciences
2) A strategic approach to change management
3) Cultural challenges4) Conclusions
Content
3
1)Vietnam and VASS
Vietnam and VASS
Strategic approach
Challenges Conclusion
4
• 1000 staff/researchers
• 29 research institutes
• 4 departments
• Ca. 350 projects/year
• Involved in legislative process(Insert picture of VASS)
1)Vietnam and VASS
Vietnam and VASS
Strategic approach
Challenges Conclusion
5
1)Vietnam and VASS
Vietnam and VASS
Strategic approach
Challenges Conclusion
Types of Projects
6
1)Vietnam and VASS
Vietnam and VASS
Strategic approach
Challenges Conclusion
Types of Projects
• Institutional
• Ministerial
• State
• Private/external/foreign
7
Our questions?
2) A strategic approach to change management
• Is VASS research having an influence on policy making in Vietnam?
• How can VASS know?
• How does VASS know they are conducting the right research, at the right time, and in the right sequence?
Vietnam and VASS
Strategic approach
Challenges Conclusion
8
2) A strategic approach to change management
Vietnam and VASS
Strategic approach
Challenges Conclusion
Storytellers
Engineers
Networkers
Fixers
9
2) A strategic approach to change management
Vietnam and VASS
Strategic approach
Challenges Conclusion
If we can accept that each Institute is running a multitude of projects/work packages and these should all be contributing towards the Goals of the Institute....
• Then VASS might be a portfolio of Programmes
• Each Institute/Centre a Programme
Could MSP™ be used to “run an Institute”?
10
2) A strategic approach to change management
Vietnam and VASS
Strategic approach
Challenges Conclusion
Concept
ProjectManagement
VASS PortfolioManagement
Review
Concept
Review
Review
Identifying a Programme
Defining a Programme
Managing theTranches
Running a Programme (Managing the Delivering the Capability
and Realising the Benefit)
Closing a Programme
Identifying aProject
Defining aProject
Running a Project
Closing aProject
Stage
WorkPackage
Stage
Work Package
Stage
Work Package
Institute DecreeAnd stratgey
VASS Decree and strategy
ProgrammeManagement
External Programmes
External Projects
11
2) A strategic approach to change management
Vietnam and VASS
Strategic approach
Challenges Conclusion
Use the method to implement the method...• Helps with adoption• Introduces common language• Early capacity building• “trial of the trial”
12
2) Approach
Vietnam and VASS
Strategic approach
Challenges Conclusion
Assurance (on behalf of the board, ensuring that the project is viable, what VASS requires and will be fit for purpose)
All other Institute/Centre/Department DirectorsWhen appropriate various Ministries, Donors, UNDP etc
Sponsoring GroupChaired by Prof Nam
Depending on the benefits and outcomes (BCM’s)
Senior User(Appropriate BCM)
Senior Supplier(Resource Manager)
Executive(Programme Manager)
Project Team (Made up of Team Leaders and staff doing the work, including those required to review the quality of the outputs)
Sponsoring Group via the SRO
(SRO)
Prog Manager
Head of Support (PMO)
Not only Institute resource ie. Library, admin, Scientific Committee (Assurance) Finance, Personal
But also DepartmentsFinanceScientific ManagementAdminPersonal including when Assurance or reviews are completed
Project Support As well
Project Manager (focused on Delivering Outputs
Proj MgrTheme
Proj MgrMinisterial
Proj MgrMinisterial
Proj MgrTheme
Proj MgrInstitute
Proj MgrState
Proj MgrInstitute
Proj Mgr Internationa
Proj MgrTheme
Proj Mgr Institute
Project Organisation
Programme Organisation
*
*
13
• Promotions are not based on skills• Seniority matters• Political and social hierarchy limits participation and debate
• Communist Party makes decisions
3) Challenges
‘In High Power distance societies, subordinates acknowledge the power of others simply based on where they are situated in certain formal, hierarchical positions.’ Geert Hofstede
Vietnam and VASS
Strategic approach
Challenges Conclusion
Cultural Challenges
14
• Time for planning and re-planning• Time for procurement• Commitment of individuals• Recruitment and retention• Payment for results...
3) Challenges
‘Madness is an expectation that if you keep doing the same thingsin the same way, you can expect different results” Susan Bloch
Vietnam and VASS
Strategic approach
Challenges Conclusion
Impact on the programme
15
Typical approachInvestigation > Training > Study tours > Planning for implementation > Hope that it works
4) Conclusion
But here we are in a different contextStart with the end in mind – results focused capacity building... transitioning to a known end state – but we might be facing the wrong way......
Vietnam and VASS
Strategic approach
Challenges Conclusion
16
Planning and the sense of future
West
Asia
past present future
4) Conclusion
Vietnam and VASS
Strategic approach
Challenges Conclusion
Look at the future
Look at the past
past present future
17
4) Conclusion
It takes time to make decisions, but when benefits are perceived and decisions are made => things move very quickly
January 2008
Vietnam and VASS
Strategic approach
Challenges Conclusion
18
4) Conclusion
• We are testing a different way to manage projects in the Vietnamese culture and society
• We are testing flexibility of PRINCE2® and MSP™
• We are learning and so are VASS and our Donors...
Plan – Do - Review
Vietnam and VASS
Strategic approach
Challenges Conclusion
20
1)Vietnam and VASS
Vietnam and VASS
Strategic approach
Challenges Conclusion
Bao Cap 1975 - 1986
Doi Moi 1986 – 2005
SEDP 2011 – 2020
•Rationing /coupon system for basic goods
•State at fixed price / Inefficient production
•Agrarian reform: market prices land ownership
•Private enterprises + state enterprises
•International integration
•Economic growth•Social policy•Role of civil society
Top Related