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My presentation at the PMI conference a while back.
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Strategic Project Management
Manage Better For Market Leadership
Slide 2 Source: www.dilbert.com
Agenda
Slide 3
11 Market LeadershipMarket Leadership
Strategic Project Management - WhatStrategic Project Management - What
Strategic Project Management - HowStrategic Project Management - How
Managing The ChangeManaging The Change
Measuring EffectivenessMeasuring Effectiveness
ConclusionsConclusions
22
33
44
55
66
77
CaveatsCaveats
Market Leadership
The Examples Are The Definition!
Slide 5
Nutan Mumbai Tiffin Box Suppliers' Charity Trust
Product LeadershipService Leadership
How Is Market Leadership Achieved?
SouthWest – Warrior Spirit Four Seasons - We have chosen to specialise within
the hospitality industry by offering only experiences of exceptional quality.
Dabbawalas – Shakti aur Bhakti Intel - Sponsors of Tomorrow™ Apple – Nurturing Individuality BOSE – Better Sound Through Research
Slide 6
Execution – The Common Factor
Execution
Financial Leadership
Innovation
Risk Takers
Game Changers
Slide 7
Execution ≈ Project Management
Slide 8
Project Management
Tracking
Staffing
Planning
Organising
Strategic Project Management
What is SPM?
Strategic Project Management = (Purpose Driven + Thoughtfulness +
Aligned with Org. Aspirations) + Project Management
SPM in Action
0 Purpose Driven -> Knowing Your Customer -> P&G: 0 Mach 3:-> First as a 3-Blade Razor was joked as “Frankenstein”. Only when the
experience was emphasized, “Like Skating on a Fresh Sheet of Ice”
it was a resounding success.
0 Thoughtfulness -> Hilton Hotels -> Conrad Hilton:“Remember To Tuck The Shower Curtain Inside The Bathtub”
0 Aligned with Organisational (and your) Aspirations:0 Financial Gating at GE0 One innovative product a day at 3M0 20% own time at Google
Slide 11
How Do I Do SPM?
Slide 12
Philosophy, Vision, Mission, Values(Yours and Client’s)
Project Charter & Project Visioning
Project Goals
Project Activities
Project Metrics & Indicators
The Big Four
Every Goal Should Answer the Following Questions:1. Why this goal?2. Why not another goal?3. So what?4. How so?
Slide 13
Project Management - Strategy Overview
Slide 14
Our Weaknesse
s
Project Risks
Our Strengths
Our Culture, Values, Vision
Customer Needs
The Sour Spot
The Sweet Spot
Neutralise Risks
EmphasiseAlignment
Draw upon our Strengths
Mitigate Our Weaknesses
STRATEGY – Repeat Successful Practices
STRATEGY – Get People Buy In
STRATEGY – Change the Game
STRATEGY - Emphasise Purpose and Thoughtfulness
Managing the Change
Adopting SPM
Set ExpectationsThis is not a Silver Bullet; it merely makes the project more meaningful!Thoughtfulness is not a process, it is a mindset!Mechanical Goal Setting is not an end in itself
Include HumourE.g. SouthWest Safety Briefings!Semco HR Policy (Is a set of cartoons)
Fractal BehaviourYou cannot be polite to customers and rude to subordinates – the dichotomy shows up under stress!
Slide 16
Adopting SPM• Celebrate Spectacular Failures
• 5127 – The iterations James Dyson went through before he sold his first Bag Less Vacuum Cleaner
• Ignore Moderate Successes• Learn from the past.• Speak to project managers
Slide 17
We have a ‘strategic plan.’ It’s called doing things.” — Herb
Kelleher
The quote inside the black box is taken from Tom Peter’s Presentation on “The Basics”
Measuring Effectiveness
Slide 19
Customer Need is Key!
Executive Dashboard
Hard (Soft ) Measures: Is the client happy? Does it show in the way he/she greets
you? The number of times you have spent an evening away from office? Do you get a call for advice in (un)related areas?
Is the team finding meaning in the work they do? What is the nature of the debate? Is it about salaries, perks or is it about how to get better? Which debate gets the lion’s share?
What is the team’s reputation within your organisation? Go getters? Do Gooders? Cool?
How curious is your team? How open to change are they?
Slide 20
There are Metrics and then there are metrics…
Slide 21 Source: www.dilbert.com
Caveats
Execution is Key
1. The greatest of plans is next to nothing before a reasonably well done activity.
2. Silver bullets don’t exist. They don’t.3. Perception is reality! Get used to it! Unless you manage
perception ( not yet another initiative), you will fail.4. Market leadership is an aggregate function – you can
only play your part!5. Just because you are beginning to see strategy, please
don’t start retitling yourself as “Strategic” Project Manager!
Slide 23
You Cannot Wish Operational Problems Away!
Slide 24 Source: www.dilbert.com
References
1. www.dilbert.com2. The Game Changer – A G Kafley & Ram Charan3. Good To Great – Jim Collins4. Maverick – Ricardo Semlar5. Primal Leadership – Goleman, Boyatzis & McKee6. The Toyota Way – Jeffrey K Liker7. In Search of Excellence – Tom Peters8. A Passion for Excellence – Tom Peters9. The Basics (Presentation) – Tom Peters
Slide 25