Contents

1. Triple Constrains: Project Constraint

2. Business Focus: Business Constraint

3. Project vs. Business Conflict• Example One Scenario• Example One Results• Example Two Scenario• Example Two Results• Example Three Scenario• Example Three Results

4. What is Culture?

5. Why Do Mergers Fail?

6. How Do You Overcome?

Cultural Bias on Triple Constraint

Triple C

onstraint: Project C

onstraint

ResourceSche

dule

Scope

Business F

ocus: Business C

onstraint

Transactional Excellence

“Citibank”Custo

mer F

ocus

“LL B

ean”

Product Innovator “Apple”

Project vs. B

usiness Conflict

What happens when the “constraints” conflict?

Exam

ple One S

cenario

• Project Objective – Integrate various reward programs across– One company– Multiple brands

• Corporate Excellence – Transactional• What was the defined project constraint?• What actually happened?

Exam

ple One R

esults

• Defined objective was a quality “fair” rewards programs that would meet the needs of various constituents – constraint was scope

• Culture was one of low cost – initial program failed because it was transactionally oriented versus customer focused

Exam

ple Tw

o Scenario

• Project– Create a trade show event– Limited budget– Fixed date

• Corporate Excellence – Customer focus• What was the defined project constraint?• What actually happened?

Exam

ple Tw

o Results

Organization’s customer focus caused the gross profit margins on this job to decrease from 23% to 3%

Exam

ple Three S

cenario

• Project – Focus was on being first to market– Assumption that flawed products was

better then no product

• Corporate excellence – product innovation

• What was the defined project constraint?

• What actually happened?

Exam

ple Three R

esults

This organization captured market share because their business strategy and project strategies were in synch.

What is C

ulture?

A shared set of norms and

values

Why D

o Mergers F

ail?

• No synergies– Product– Culture

How

Do Y

ou Overcom

e?

• Common vocabulary– Do you know what “it” means?

• Teamwork – Who wants you to fail and why?

• Organizational commitment– The greatest quantifiable value of

project management is alignment of the project and business objectives.

– Are yours aligned?

Reference Visualizing Project Management Third Edition

Forsberg, Mooz, Cotterman

Communicating Project ManagementForsberg, Mooz, Cotterman

CMMI Guidelines for Process Integration and Product ImprovementChrissis, Konrad, Shrum

Realizing the Value of Project ManagementPMI Press 2008