This presentation provides a quick overview about the leadership development of IT Professionals, key leadership issues and the benefits of using various best practice methodologies.
Citation preview
1. Project and Programme Management
Leadership Development for IT Professionals
2. Page 2
Outline
3. Let us consider the crunch points for most organisations
today in
managing projects.
There are three primary areas:
Governance
Runaway Projects
Leveraging your time
Page 3
Key leadership issues in todays projects
4. What level of ownership is there in projects? Many
organisations delegate the entire responsibility to the project
manager. Why would that be a problem?
Senior managers can swing from one style (absenteeism) to another
(micromanagement).
So, Is there another way?
Page 4
Governance
5. Many organisations still confess to having at least one of
these: expensive, and no one knows how to stop them.
Can we build in controls to stop projects running out of
control?
Page 5
Runaway projects
6. Executive managers are busy people, with many projects under
their care. How do we stop ourselves being sucked into endless
project meetings, and use our time to maximum effect?
Page 6
Leveraging your time
7. Benefits of PRINCE2TM
Focus on the Business Case
The benefits here are:
- a reduction of wasted project investment- improved involvement of
the business side
Page 7
PRINCE2TM is a Trade Mark of the Office of Government
Commerce.
8. Benefits of PRINCE2TM
Project Board structure, involving the3 key stakeholder
groups
Again this tends to produce:
- greater ownership from the end user community, and - provided a
locus for better governance.
Page 8
PRINCE2TM is a Trade Mark of the Office of Government
Commerce.
9. Benefits of PRINCE2TM
Stages
- optimised senior management time around key decision points
- major brake on projects that tended to run away- improved/more
realistic planning
Page 9
PRINCE2TM is a Trade Mark of the Office of Government
Commerce.
10. Benefits of PRINCE2TM
Management by Exception
- bad news early- increased confidence in reports
- optimised the use of senior management involvement
Page 10
PRINCE2TM is a Trade Mark of the Office of Government
Commerce.
11. Benefits of PRINCE2TM
Focus on products
Projects improved their delivery because:
- they began with the end in mind- verifiable scope ensured
protection against moving boundaries
Page 11
PRINCE2TM is a Trade Mark of the Office of Government
Commerce.
12. Projects without strategic connectionAt the programme level
we often inherit a portfolio of projects that appear to have no
connection or relevance to the current corporate strategy.Worse
still, there may be no corporate strategy.
The Teflon project effectOrganisations are getting better at
project management. Projects are improving their ability to
deliver.However, a new problem emerges: the project deliverables
dont seem to be bettering the organisation in any significant
way.
Change of thinking requiredMoving from projects to programme
management requires a very different view on managed change. A good
project manager does not necessarily make the transition to
becoming a good programme manager.
Page 12
Key leadership issues in programme management
13. Which level of management is the most volatile?
Page 13
Levels of management
Strategy
Programme
Project
14. Motion without movement
Three forces can operate on our current capability, and their
combined effect can be to keep an organisation from
transformational change. These are:
Reacting to the latest business driverBeing continually bounced by
news or mandates from outside.
Outcomes without benefitsProjects delivering, but there is no
beneficial change.
Unaligned initiativesProjects that are out of touch with strategy;
pet projects; reactive tactical projects; etc.
Page 14
15. Clear & Consistent Vision
Co-ordinated Projects
Focus on Benefits& threats to them
Transition to Operations
Critical Success Factors of a Programme
Page 15
16. Flexible framework:
Process modelA generic set of best practice processes and
activities.
RolesIncluding the Senior Responsible Owner, the 'Sponsoring Group,
the Programme Manager, the Programme Office, the Business Change
Manager
Management themesIncluding Benefits Management, and Stakeholder
Management.
Information setIncluding the Vision Statement, the Blueprint, the
Benefit Profiles, the Risk Register.
Page 16
MSP Approach
17. Level 5 OptimisingDoes the organisation run continuous
process improvement with pro-activeproblem and
technologymanagement?
P3M3: Project Programme and Portfolio Management Maturity
Model
Common uses for this framework are
As a Benchmark
An Implementation frameworkfor structured methods such as MSP and
PRINCE2.
As a Health checkIt can answer the question: How well are we doing
really?
Level 4 ManagedDoes the organisation obtain and retain specific
measurements on its project performance andrun a quality management
organisation?
Level 3 DefinedDoes the organisation have its own centrally
controlled project processes, and can individual projects flex
withinthese processes to suit the particular project?
Level 2 RepeatableDoes the organisation ensure that each project is
run with its own processes and procedures to a minimum specified
standard?
Level 1 InitialCan the organisation recognise projects and run them
differently to its ongoing business?
Page 17
18. Project and Programme ManagementPatrick Mayfield
www.pearcemayfield.com
http://pearcemayfield.typepad.com/patrick_mayfield/
Page 18