Organisational project management .. creating the ability to succeed

ORGANISATIONAL PROJECT MANAGEMENT Trevor Band FAPM

Copyright © 2015 Montydog Consulting Limited www.montydogconsulting.co.uk

Building organisations that create project success (preferably soulful ones)

About this Presentation


Our world of projects & complex solutions

New thinking & science

“Outside-In” perspective

Some ideas

Organisational Project Management

Conclusion

About this Presentation

An Age of Chaos


50% of current jobs will be automated out of existence

1 in 7 of the global population are on the move

Traditional companies struggling. More complexity for less.

25 billion internet connected devices by 2020 (Gartner)

On-demand economic forces – altering the nature of work

Instability – Euro deflation risk, nuclear weapons proliferation,….

Organisations – mankind's journey


Tribal Age

Agrarian Age

Scientific/Industrial Age

Information Age

Violent - crude

Organised - stable

Innovation - markets

Globalisation - internet

$3 trillion lost annually due to project underperformance 1

13% engaged, 63% not engaged, 24% actively disengaged (Gallop)

“Many people sense that the current way we run organisations has been stretched to its limits. We are increasingly disillusioned with organisational life” F. Laloux

PM – urgency and opportunity


1 Prof Rodney Turner et al, Perspectives on Projects (Routledge, 2010)

Large proportion of contractor staff

Inexperienced leadership (esp at board level)

C-level/staff disengagement

Project management not strategically developed

Inadequate systems for PM improvement and learning

Organisations designed for BAU, not projects

Methods obesity – not meeting the need for agility and creativity

Preoccupation with individual rather team capability

Current State of Projects-Organisations


Neuroscience – for leadership


The brain’s primary function is to keep us safe

People’s brains have developed the need to be in good relationships

The brain operates efficiently by making patterns/maps

We are much less rational than we think

The Teal Organisations – living entity


New Age

Laloux F., Reinventing Organizations, Nelson Parker, 2014

Self-organising teams

No management authority

No job titles – fluid roles – no competition

Radically simplified PM – no project managers

Peer-based performance appraisal

INDIVIDUAL HUMAN ENTERPRISE

INITIATIVES ORANISATION DEVELOPMENT

PROJECT MANAGEMENT MULTI-DISCIPLINE ENGAGEMENT

COMMAND & CONTROL SELF-MANAGED TEAMS

PROCESS PRINCIPLES

MANAGEMENT LEADERSHIP (brain tuned)

The PM Shift – fresh perspectives, beyond PM


Over 90% of defects belong to the system, not the individual (Dr W. Edward Deming)


Building “Project-Intelligent” Human Enterprises


P3M Performance – creating emotional commitment

“Outside-In” Approach


Project-aligned BUSINESS MODEL

PM CODE OF PRACTICE

AGILE TEAM COACHING

SPECIALISED LEADERSHIP COACHING

Business Model for P3M Success


Project-alignedBUSINESSMODEL

VALUE PROPOSITION

CUSTOMER SEGMENTS

CUSTOMER RELATIONSHIPS

KEY PARTNERS

KEY ACTIVITIES

KEY PEOPLE & RESOURCES

CHANNELS

COST STRUCTURES

REVENUE STREAMS

PM Code of Practice – clarifying P3M success

Copyright © 2015 Montydog Consulting Limited

SUPPORTS TALENT DEVELOPMENT aligned to PM roles referenced for skills planning cross-discipline relevance

ORGANISATION aligned to customer/business gateway to PM system promotes right values/behaviour vision into practice

PERFORMANCE MANAGEMENT supports consistent job goal setting project managers and sponsors clarifies project governance facilitates delivery integration

METHODS link to management system aligned to external standards best practice guidance links to templates, processes

The Future Project Manager


EMPLOYER

Management System Professionalism CUSTOMER

ENGAGEMENT

PERFORMANCE MOTIVATION

CAPABILITY



Bodies of Knowledge Competency Frameworks Qualifications Prince2:2009® MSP® P3O® Change Management



Bodies of Knowledge Competency Frameworks Qualifications Prince2:2009® MSP® P3O® Change Management

ORGANISATIONAL PROJECT MANAGEMENT



An organisational perspective ….

Business context

Organisational leadership

Organisational strategy & design

Culture development

Teal/Agile formation

Communities of Practice

Cross-discipline talent management

Branding and marketing

Performance management

Best practice benchmarking etc.

“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.”

www.whereprojectsthrive.uk Trevor Band & Adrian Pyne


Initiate a PM Shift in your organisation

Adopt an Organisational Project Management approach

Put down PM manuals – engage with new thinking and science

Start with LEADERSHIP

Conclusion


Trevor Band Montydog Consulting: www.montydogconsulting.co.uk M: 07752 482896 E: [email protected]

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