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Keynote Presentation to the PMO International Summit, at Banco Central Do Brasil, Brasilia, 9th April 2014. Patrick highlighted seven common risks to true transformational change, and the role PMOs have in averting those risks.
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The Risks of Transformational Change& what the PMO can do
about it
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Patrick Mayfield
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Fails
7 Reasons Transformational
Change
WARNING!
Some of these could offend …
You might be exciting some of them!
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1. Stick to the Plan
… at ALL COSTS!!!
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What’s wrong with sticking to the plan?!
… nothing … unless the context changes
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Merger ‘Millennium Bug’
Story of a late ‘90s Global Logistics System2 Strategic Shifts:
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INSTEAD:Align to Changing Strategy
… We Live in a VUCA World
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‘VUCA’?
Volatile . Uncertain . Complex. Ambiguous
StartEnd
“deliverable”“output”“product”
a project delivers …
I can deal with risks
��
��
😩- beyond competence
😩- overloaded with admin
That office is great ... can we use it as well?
Hey! We can help you with that ...!
+ more consistency
That office is great ... can we use it as well?
I do like that ....
Capability a‘single
source of truth’
… then along came programmes… … & the programme office …
… then portfolio management…
the ‘single source of truth’ now extends across the portfolio, it’s programmes & projects …
making a “Governance Backbone” that provides…
+ support
+ “centralnervous system”
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2. Treat as a Technical Problem
manage merely as a system of Tasks, Processes, Governance Structures, Documents
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What’s wrong with that?! It’s what the books teach us!
manage merely as a system of Tasks, Processes, Governance Structures, Documents
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Also:Lead the Change
… It’s more about Influencing
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A Tale of Two Bullies
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3. Assume the Purpose is Obvious
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It’s not always Obvious, is it?(You’re getting this)
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NPfIT (National Programme for IT
divergent visions from the beginning
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Result?
£14bnwritten off from public investment
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INSTEAD:Envision a Better Future
… and Communicate It like Crazy
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4. Manage as a Mega-Project
See it as a mere aggregation of projects
projects as temporary silos
projects are notstructured for the free flow of relevant information between them
Value SynergyProject 1
Business Case
$20m+
Project 2Business Case
$30m+
Project 3Business Case
$25m=
ProgrammeBusiness Case
$75m
If that’s all the programme business is, then leave the projects to get on with it.Be programme-skeptic. Expect more from the whole than the sum of the parts.
Add Value
… not just Sum the Projects
INSTEAD:
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5. Focus on Delivery
… and the Rest will Follow
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so what’s so wrong with that?
… nothing except it is not what you should focus on
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A Stock Fulfillment System
key stakeholder did not exploit a delivery to the point where benefit was realised
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INSTEAD: Focus on Benefits
… and the Threats to Them
Copyright © Patrick Mayfield 2013
Two key behaviours support climbing on the value ladder:1. Leaning to people2. Leaning to action
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6. Sweat the Specification
… and everything else will Fit
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Ebbw Vale Redevelopment
managing as separate projects endangered a good outcome
until it was co-ordinated through a programme
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INSTEAD:Deliver a Coherent Capability
Design & Deliver
Motion without Movement
Reactingto the latest
driver
Reactingto the latest
driver
Unaligned initiatives
Unaligned initiativesOutcomes
without benefits
Outcomeswithout benefits
CurrentCapabilityCurrent
Capability
Time
Str
ate
gy –
Perf
orm
an
ce a
gain
st
KP
I’s
The Target Operation
Time
Str
ate
gy –
Perf
orm
an
ce a
gain
st
KP
I’s Target
Operation
CurrentOperation
CAPABILITY GAP
Programme Management and the Capability Gap
Key milestones
Str
ate
gy –
Perf
orm
an
ce a
gain
st
KP
I’s Target
Operation
CurrentOperation
Operational plansrefocused
Projects aligned tostrategic objectives
Managethis withProgrammeManagement
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7. Forget the Past
… It’s Happened. Concentrate on Today’s Problems
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Learn from Experience
The Deming Cycle
The Learning Organization
Adapt
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7 Principles
Universal . Empowering . Self-Validating
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7 Principles1.Remain Aligned with Strategy
2.Lead Change
3.Envision & Communicate a Better Future
4.Focus on Benefits & Threats to them
5.Add Value as a Programme
6.Design/Deliver a Coherent Capability
7.Learn from Experience
