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The Evolution of a Project Manager into a Project Leader. Kerry R. Wills. Objectives. Describe current project landscape Highlight eight trends and the challenges to Project Managers Propose some techniques to be effective in the new landscape. The “good old days” of Project Management. - PowerPoint PPT Presentation
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The Evolution of a Project Manager into a Project Leader
Kerry R. Wills
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Objectives Describe current project landscape Highlight eight trends and the challenges to Project
Managers Propose some techniques to be effective in the new
landscape
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The “good old days” of Project Management
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Some changes…
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The business landscape is changing… Changing environment
Global competition Demanding shareholders Innovations in technology Volatile markets
Resulting in IT transformation agendas Reduce cost of IT More productive Support strategies
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…resulting in a different makeup of projectsRecent World New WorldResources reported to project manager, were dedicated and located together
Less direct influence over resources Shared service/pooled organizations Offshore developers Staff augmentation with consultants
Project team owned all assets and work and was focused on their priorities
Less direct control over work being done Third party vendors (buy vs build) Shared service organizations New procedures and standards
Project sponsor was owner and approved everything
Governance (architecture, financial) Many sponsors
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and the need for PM skillsets to change…Recent World New World Plan Management Relationship management
Integration management Order giving “Just do it”
Facilitation Negotiation
Report status to immediate management
Stakeholder management Political savvy Proactive communication
Receiving direction from sponsor
Facilitating several stakeholders
Salesperson
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Changing Landscape: Major TrendsFocus on cost reduction
Cheaper resource options Pooling resources for
economies of scaleIncreasing complexity of technology
More layers in tech stack Enterprise focus Larger programs
Additional rigor around work
Governance/Demand Management
Process and toolsChanging workforce
Specialized resources Mobile workforce
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Changing Landscape: Major TrendsFocus on cost reduction
Cheaper resource options Pooling resources for
economies of scaleIncreasing complexity of technology
More layers in tech stack Enterprise focus Larger programs
Additional rigor around work
Governance/Demand Management
Process and toolsChanging workforce
Specialized resources Mobile workforce
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Cost: SourcingDescription Move work offshore Reduction in labor cost Transfer risk of cost
increases Additional capacity of
labor Quality and process rigor
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Cost: SourcingChallenges Additional Attention
Documentation Knowledge transfer Procurement /contract mgt Logistics (e.g. access)
Intangibles Culture Time differences Turnover Morale
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Cost: Shared ServicesDescription Group similar skills together (economies of scale) Working on multiple activities (productivity) Standardization of work Service Level Agreements Greenfield locations (labor arbitrage)
Accenture, 2004
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Cost: Shared ServicesChallenges Competing Priorities
Resources do not report to the PM (matrixed) Several activities assigned to
Additional Steps Additional processes (e.g. ITIL) Lead times
Intangibles Resources in different location than team May not get the best people Availability for ad-hoc requests
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Changing Landscape: Major TrendsFocus on cost reduction
Cheaper resource options Pooling resources for
economies of scaleIncreasing complexity of technology
More layers in tech stack Enterprise focus Larger programs
Additional rigor around work
Control spend on money Governance/Demand
ManagementChanging workforce
Specialized resources Mobile workforce
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Complexity: More LayersDescription Technology stack has
become larger (n-tier) Component based trends
(SOA) Third party software
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Complexity: More LayersChallenges Planning
More environments to manage More integration More complexity of design/build/test
Different Skills Needed Specialized skills for each technology component More expensive
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Complexity: Enterprise FocusDescription Large existing inventory of technologies Stewardship to the enterprise Standards
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Complexity: Enterprise FocusChallenges Broader Considerations
Beyond project scope More stakeholders and more consensus PM becomes a salesperson
Standards Solution may not be the best fit May require more time and effort
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Complexity: Third Party VendorsDescription Buying capabilities vs building them Best of breed for each component (SOA) Not have technical expertise Not have to maintain code Speed to delivery
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Complexity: Third Party VendorsChallenges Planning
Analysis up front Hard to estimate cost Difficult to integrate
Control Reliant on their schedule and upgrade path Team may not have expertise in product Lack of customizability Urgent bugs and prioritization
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Changing Landscape: Major TrendsFocus on cost reduction
Cheaper resource options Pooling resources for
economies of scaleIncreasing complexity of technology
More layers in tech stack Enterprise focus Larger programs
Additional rigor around work
Governance/Demand Management
Process and toolsChanging workforce
Specialized resources Mobile workforce
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Rigor: Governance/Demand MgtDescription Companies spend too much time/money on ideas Demand management to contain costs Approval of spend and critical gates Ensure proper planning and commitment is made
Demand ManagementWork
request submit
GovernanceDo
we do the
project
Do not proceed
No
Yes Plan project Execute project
1 2 3 4 5
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Rigor: GovernanceChallenges Additional Steps
Time to prepare, conduct, and document Idle resources while getting approval Additional reporting
Intangibles Agendas of divisions Scrutiny on contingency
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Rigor: Process and ToolsDescription Standardize delivery of projects New tools for team members
Use Cases Tools for capturing requirements,
test cases, etc Focus on processes
Frameworks Mandatory deliverables
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Rigor: Process and ToolsChallenges Planning
Additional time and steps not usually planned for Requires experience in these tools/processes
Applicability Standards may add more work
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Changing Landscape: Major TrendsFocus on cost reduction
Cheaper resource options Pooling resources for
economies of scaleIncreasing complexity of technology
More layers in tech stack Enterprise focus Larger programs
Additional rigor around work
Governance/Demand Management
Process and toolsChanging workforce
Specialized resources Mobile workforce
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Workforce: Specialized ResourcesDescription Increasing complexity of technology Specific skills
Business Architect Performance Testing
Specific domains Business rule technologies IT security
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Challenges High Demand
Hard to get More expensive Risk of leaving
Missing Big Picture Resources focused deep in their domains
Workforce: Specialized Resources
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Description People do not stay with companies for long time
Perception of lack of loyalty (e.g. sourcing) Experts in skills which are in high demand Work for themselves Increased management turnover Economic volatility – move to safer roles Seeking new profession New generations with different characteristics
Workforce: Mobility
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Challenges Losing Resources
Low morale PM loses focus Risk to project commitments Quality impacts with new resources
Workforce: Mobility
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Overall Impact
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New Skills of Project ManagersAdditional Rigor Diligent planning
Using resources intelligently Diligent management
Consultative Approach
Leveraging relationships More influence Self management
Managing Information
Communication planning Gathering information Presenting information
Leading the Team
Motivating the team Empowering the team Managing conflicts
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New Skills of Project ManagersAdditional Rigor Diligent planning
Using resources intelligently Diligent management
Consultative Approach
Leveraging relationships More influence Self management
Managing Information
Communication planning Gathering information Presenting information
Leading the Team
Motivating the team Empowering the team Managing conflicts
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Additional Rigor
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Additional Rigor: Planning Spending more time up front to understand and plan for
the new activities Lead times Appropriate steps and deliverables Obtain the right resources and skillsets Creation of a flexible plan Plan for rework
Involve others early Gain buy in Don’t know what you don’t know
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Define project management approach Plan management Scope management Risk management Considerations of a Project Management Office
Understand history of similar projects Project plan and estimates Risks and issues
An investment that will yield many rewards
Additional Rigor: Planning
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Engage areas early Involve resources in planning Ensure right skills on team Role clarity and accountability Leverage experts
Additional Rigor: Use Resources
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Look ahead at activities Diligence on operational items Leverage tools such as earned value Clear accountability for deliverables and results Facilitate quick decisions Using metrics
Additional Rigor: Management
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New Skills of Project ManagersAdditional Rigor Diligent planning
Using resources intelligently Diligent management
Consultative Approach
Leveraging relationships More influence Self management
Managing Information
Communication planning Gathering information Presenting information
Leading the Team
Motivating the team Empowering the team Managing conflicts
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Diligence is fundamental, but softer skills are needed Types of Power (French and Raven)
Legitimate Referent Expert Reward Coercive
Today need referent power, so need a consultative approach
Consultative Approach
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Consultative Approach
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Self Management Self awareness Self regulation Empathy Social skills
Relationship focus Involve people early Build relationships before issues
Consultative Approach
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Influencing Persuasion Facilitate activities Negotiate issues Be seen as approachable
Political Savvy Navigate organization Develop coalitions Know personal style
Consultative Approach
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New Skills of Project ManagersAdditional Rigor Diligent planning
Using resources intelligently Diligent management
Consultative Approach
Leveraging relationships More influence Self management
Managing Information
Communication planning Gathering information Presenting information
Leading the Team
Motivating the team Empowering the team Managing conflicts
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Effective communication is needed in all aspects of the new project landscape Status Escalation Interactions
Key steps in communication
Managing Information
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Communication Planning Create a plan Get into a rhythm
Gathering Information Collecting information MBWA Environment of trust
Presenting Information Communicate status Presenting information well Share information
Managing Information
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New Skills of Project ManagersAdditional Rigor Diligent planning
Using resources intelligently Diligent management
Consultative Approach
Leveraging relationships More influence Self management
Managing Information
Communication planning Gathering information Presenting information
Leading the Team
Motivating the team Empowering the team Managing conflicts
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Attribute Project Manager Project Leader
View of role Team works for them They work for the team
Style Manage work Leads people
Decision Makes decisions Facilitates decisions
Directs Tells how and when Sells what and why
Power Uses authority Uses influence
Energy Control Passion
Concern Being right Doing what is right
Credit Takes Gives
Blame Gives Takes
Leading the Team
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Leading the Team Motivating the Team
Expect and recognize excellence Inspire the team Be genuine
Empower the Team Delegate work Solicit input Encourage collaboration
Be a Champion Support the team Remove obstacles
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Leading the Team Managing Conflicts
Address conflict Maintain composure Pay attention to the messages Focus on the facts Be flexible with the approach
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Tying it all together…
Global competition
Demandingshareholders
Evolving technology
Volatileeconomy
Reduce costs to deliver IT
Increased complexity of IT
The need for additional rigor
A changing workforce
Changing landscape Trends on IT projects
Additional activities needed
More stakeholders
Broader focus for projects
Other intangibles
Impacts on projects
Rigor and diligence
A consultative approach
Effective communications
Leadership
New skills needed
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Conclusions1. Planning is an investment2. Need constant diligence3. Make time for the right things4. Recognize people make the project successful5. Be conscious6. Situational adaptation
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For more detail and case studies… Details out trends and impacts Highlights skills and ways to
obtain them 26 Case Studies Available online (Amazon,
B&N, etc)
http://kerrywills.wordpress.com [email protected]