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This is a presentation for the 2013 PMI Nashville Symposium. During this presentation Craig will set the stage for the Strategic Project Management track and introduce the audience to the Forgotten Phase of Strategic Project Management. The forgotten phase is before a project begins, where the vision is set and the mission of the project goals are first decided. He will talk about Strategy and his storms of chaos model, Change Management and his butterfly model, his Drivers of Change model, Systems Thinking, and the how the foundational principle of Excellent Management works together to set the stage for project selection.
Citation preview
The Forgotten Phase of
Strategic Project
Management
By Craig A. Stevens 4/30/2013
PMI Symposium
• Craig’s approach to Strategic Project Management
incorporates the organization’s mission, goals, and
strategy; ethics; systems thinking; change management;
and project management. The forgotten phase of
strategic project management is the back-story to how
we got to the project in the first place. Join us as Craig
explains his interconnected business models that make
up the strategy part of change implementation found in
his soon to be released book The Forgotten Phase of
Strategic Project Management.
The Forgotten Phase of Strategic
Project Management
1/7/2013 2
• Craig Stevens has been a Management, Industrial, and Systems Engineer for over 30 years. Currently he is the Manager
for the Process Improvement Program for HCA Physician Services, where the PIP Team is developing the PI/Lean/Six
Sigma program for about 600 practices. He is also the president of Westbrook Stevens, LLC; an Author; and a Visual
Artist.
• Before HCA, he worked as a consultant for over 100 different organizations in 25 states including (US DOD, US DOE,
NASA, Lockheed Martin, Westinghouse, DuPont, etc.). Craig has worked in every layer of an organization and in several
industries (Healthcare, Government, Manufacturing, Agriculture, Hospitality, Scientific Research, Energy, Waste
Management and Environmental Restoration, Not-For-Profits, and Construction). He was the Chief Engineer and Quality
Manager for PRAGMATICS, INC. (8a), Program Manager for Science Applications International Corporation (SAIC), and
was the Mechanical Engineer SME in solar and electric power, explosives, and general engineering for U.S. DOE, Office
of Scientific and Technical Information (OSTI).
• Craig is the Author of the Geronimo Stone series and is writing a book on Strategic Project Management for Gower
Publishing in London. Currently he teaches Project Management and Business Analysis at Belmont University and has
written many papers on management subjects and served as adjunct faculty for Vanderbilt University, Belmont University,
Trevecca Nazarene University, University of Phoenix, Nashville State Tech, and UT Knoxville as a TA. He was also a
trainer/facilitator of Project Management for the American Management Association International (AMAI) and Padgett
Thompson. He has taught graduate and undergraduate classes and workshops in Strategic Implementation, Innovation
and R&D, Operations Management, Project Management, Change Management, Manufacturing Management, Strategic
Management, General Management Principles, Systems Management, Statistics, Customer Service, Engineering
Economy, and Human Factors Engineering.
The Forgotten Phase of Strategic
Project Management – Craig’s Bio
1/7/2013 3
Strategic Project Management
Agenda
Goals/Objectives
Relationship of Change, PM, and SPM
✓
2
1
4
7
6
5
4 Pinball and the Drivers of Change
Change Management
Systems Thinking, Loops, and Layers
The Seven Attributes of Excellent Management
8 Summary
This is an example text. Go ahead and replace it 3 Strategy and the Storms of Chaos
http://issuu.com/craigastevens
• To Introduce Strategic
Project Management
• Explain The Purpose
SPM
• Show the Back-Story
Goals and Objectives This Presentation
5
Positive
Media
More Sales
Positive
Word of Mouth
Satisfied
Customers
More Trips
Service Hours
More Routes, Stops
and Services
More Maintenance
Higher Capacity
in Cars
More Jobs
More Equipment
Delays
Delays
More Equipment
Cost
Delays
Fares
Find Service
Personnel
Find
Maintenance
Personnel
Find
Train/Engineers
Personnel
Hiring
Personnel
DelaysVery Long DelaysLong Delays
Training
Personnel
Delays
More Work
For Existing
Personnel
Morale
Turnover
Productivity
and Quality
Delays
DelaysTemporary Staffing
Consulting
Delays
Experience
Delays
Job Rotation
Team Management
Willingness to Ride
Debt
Cash Flow
Profits
Interest Rate
Wages
Cost of Marketing
Market Segments
Market Size
Competitors ServicesCompetitors Fares
Reputation
Delays
Delays
Delays
Delays
Delays
Delays
Human Resources
Equipment
Fleet
Competitiveness Factors
Financial
Variables
(2) People
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT, Domestic
(4) INTERNAL
ENVIRONMENT
(4) INTERNAL
ENVIRONMENT(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE
(5) SYSTEMS(5) SYSTEMS
Before A Change During A Change After A Change
Planning
and
Leadership
History of
Commitment
Communication
Valid Rationale
Team Acknowledgment
Reassignment
Time Frame
Communication
Planning
Leadership
Team Participation
Communication
Pro
du
cti
vit
y,
Mora
le,
Qu
ali
ty
Natural Cocoon Phase
The Big
Picture
(2) People
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT, Domestic
(4) INTERNAL
ENVIRONMENT
(4) INTERNAL
ENVIRONMENT(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE
(5) SYSTEMS(5) SYSTEMS
Phase 1
Phase 3
Phase 4
Phase 5
Phase 2
Copyright © 2007, www.WestbrookStevens.Com 6
Agenda
Goals/Objectives
Relationship of Change, PM, and SPM
✓
2
1
7
7
6
5
4 Pinball and the Drivers of Change
Change Management
Systems Thinking, Loops, and Layers
The Seven Attributes of Excellent Management
8 Summary
This is an example text. Go ahead and replace it 3 Strategy and the Storms of Chaos
http://issuu.com/craigastevens
✓
Strategic Project Management
Two Types of Change - 2nd Order
Change (or A Major Step Change)
1/7/2013 8
Copyright © 2007, www.WestbrookStevens.Com 8 1/7/2013
Before the Change During the Change After the Change
1st Order Changes or Continuous
Improvement
1/7/2013 9 Copyright © 2007, www.WestbrookStevens.Com 9
1/7/2013
Start
Adapt
Adapt
Adapt
Agenda
Goals/Objectives
Relationship of Change, PM, and SPM
✓
2
1
10
7
6
5
4 Pinball and the Drivers of Change
Change Management
Systems Thinking, Loops, and Layers
The Seven Attributes of Excellent Management
8 Summary
3 Strategy and the Storms of Chaos
http://issuu.com/craigastevens
✓
Strategic Project Management
✓
Positive
Media
More Sales
Positive
Word of Mouth
Satisfied
Customers
More Trips
Service Hours
More Routes, Stops
and Services
More Maintenance
Higher Capacity
in Cars
More Jobs
More Equipment
Delays
Delays
More Equipment
Cost
Delays
Fares
Find Service
Personnel
Find
Maintenance
Personnel
Find
Train/Engineers
Personnel
Hiring
Personnel
DelaysVery Long DelaysLong Delays
Training
Personnel
Delays
More Work
For Existing
Personnel
Morale
Turnover
Productivity
and Quality
Delays
DelaysTemporary Staffing
Consulting
Delays
Experience
Delays
Job Rotation
Team Management
Willingness to Ride
Debt
Cash Flow
Profits
Interest Rate
Wages
Cost of Marketing
Market Segments
Market Size
Competitors ServicesCompetitors Fares
Reputation
Delays
Delays
Delays
Delays
Delays
Delays
Human Resources
Equipment
Fleet
Competitiveness Factors
Financial
Variables
(2) People
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT, Domestic
(4) INTERNAL
ENVIRONMENT
(4) INTERNAL
ENVIRONMENT(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE
(5) SYSTEMS(5) SYSTEMS
Before A Change During A Change After A Change
Planning
and
Leadership
History of
Commitment
Communication
Valid Rationale
Team Acknowledgment
Reassignment
Time Frame
Communication
Planning
Leadership
Team Participation
Communication
Pro
du
cti
vit
y,
Mora
le,
Qu
ali
ty
Natural Cocoon Phase
The Big
Picture
(2) People
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT, Domestic
(4) INTERNAL
ENVIRONMENT
(4) INTERNAL
ENVIRONMENT(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE
(5) SYSTEMS(5) SYSTEMS
Phase 1
Phase 3
Phase 4
Phase 5
Phase 2
Copyright © 2007, www.WestbrookStevens.Com 11
Project Management is the
Change Implementation Tool
Before the Change During the Change After the Change
Copyright © 2007, www.WestbrookStevens.Com
12 1/7/2013
Stack of Papers (represent you and your work)
The Forces of Chaotic Change and Thrive-ability
The Waves --
Foreseeable
Future Events
Westbrook Stevens
Storms of Chaotic Change
The Storm Waves of
Trends
The Buoyancy The Lightning
What Important Issues
do You See Coming
For Your Organization
Over the
Next 5 Year
SWOT
The Forces of Chaotic Change and Thrive-ability
The Waves --
Foreseeable
Future Events
The Lightning --
Unforeseeable
Future Events
Westbrook Stevens
Storms of Chaotic Change
The Storm Waves of
Trends
The Buoyancy The Lightning
What Important Issues
do You See Coming
For Your Organization
Over the
Next 5 Year
SWOT
The Forces of Chaotic Change and Thrive-ability
The Waves --
Foreseeable
Future Events
The Buoyancy -- Supporting Market,
Societal, Political and Other Allied Forces
The Lightning --
Unforeseeable
Future Events
Westbrook Stevens
Storms of Chaotic Change
The Storm Waves of
Trends
The Buoyancy The Lightning
What Important Issues
do You See Coming
For Your Organization
Over the
Next 5 Year
SWOT
The Forces of Chaotic Change and Thrive-ability
The Waves --
Foreseeable
Future Events
The Buoyancy -- Supporting Market,
Societal, Political and Other Allied Forces
The Lightning --
Unforeseeable
Future Events
The Storm --
Threatening
Competition, Societal,
Political and Other
Enemy Forces
Westbrook Stevens
Storms of Chaotic Change
Andrew Grove, Chairman and CEO of Intel Corporation
• It use to be that when we had a good idea, we had
some time to implement it.
• Now we find that 6 other companies have the same
idea.
– Some are ahead of us and some are behind us.
Forbes Great Minds of Business
The Storm Waves of
Trends
The Buoyancy The Lightning
What Important Issues
do You See Coming
For Your Organization
Over the
Next 5 Year
SWOT
The Forces of Chaotic Change and Thrive-ability
The Waves --
Foreseeable
Future Events
The Buoyancy -- Supporting Market,
Societal, Political and Other Allied Forces
The Lightning --
Unforeseeable
Future Events
The Storm --
Threatening
Competition, Societal,
Political and Other
Enemy Forces
Westbrook Stevens
Storms of Chaotic Change
The Storm Waves of
Trends
The Buoyancy The Lightning
Your Ship
SWOT What can you do about it?
What changes are needed?
Project Management is the
Change Implementation Tool
Before the Change During the Change After the Change
Copyright © 2007, www.WestbrookStevens.Com
25 1/7/2013
Agenda
Goals/Objectives
Relationship of Change, PM, and SPM
✓
2
1
26
7
6
5
4 Pinball and the Drivers of Change
Change Management
Systems Thinking, Loops, and Layers
The Seven Attributes of Excellent Management
8 Summary
3 Strategy and the Storms of Chaos
http://issuu.com/craigastevens
✓
Strategic Project Management
✓
✓
Positive
Media
More Sales
Positive
Word of Mouth
Satisfied
Customers
More Trips
Service Hours
More Routes, Stops
and Services
More Maintenance
Higher Capacity
in Cars
More Jobs
More Equipment
Delays
Delays
More Equipment
Cost
Delays
Fares
Find Service
Personnel
Find
Maintenance
Personnel
Find
Train/Engineers
Personnel
Hiring
Personnel
DelaysVery Long DelaysLong Delays
Training
Personnel
Delays
More Work
For Existing
Personnel
Morale
Turnover
Productivity
and Quality
Delays
DelaysTemporary Staffing
Consulting
Delays
Experience
Delays
Job Rotation
Team Management
Willingness to Ride
Debt
Cash Flow
Profits
Interest Rate
Wages
Cost of Marketing
Market Segments
Market Size
Competitors ServicesCompetitors Fares
Reputation
Delays
Delays
Delays
Delays
Delays
Delays
Human Resources
Equipment
Fleet
Competitiveness Factors
Financial
Variables
(2) People
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT, Domestic
(4) INTERNAL
ENVIRONMENT
(4) INTERNAL
ENVIRONMENT(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE
(5) SYSTEMS(5) SYSTEMS
Before A Change During A Change After A Change
Planning
and
Leadership
History of
Commitment
Communication
Valid Rationale
Team Acknowledgment
Reassignment
Time Frame
Communication
Planning
Leadership
Team Participation
Communication
Pro
du
cti
vit
y,
Mora
le,
Qu
ali
ty
Natural Cocoon Phase
The Big
Picture
(2) People
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT, Domestic
(4) INTERNAL
ENVIRONMENT
(4) INTERNAL
ENVIRONMENT(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE
(5) SYSTEMS(5) SYSTEMS
Phase 1
Phase 3
Phase 4
Phase 5
Phase 2
Copyright © 2007, www.WestbrookStevens.Com 27
(2) People
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT, Domestic
(4) INTERNAL
ENVIRONMENT
(5) SYSTEMS
Copyright © 2007, www.WestbrookStevens.Com 28
(5) People (Behavior Theory)
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT,
Domestic
(3) INTERNAL
ENVIRONMENT
(4) SYSTEMS
Inputs Excellence
Organization is a System – Therefore,
Changes Drive Other Changes
ISO
Quality
Standards
Dissertation Attempt #2 Copyright © 2007, www.WestbrookStevens.Com 29
(2) People
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT, Domestic
(4) INTERNAL
ENVIRONMENT
(5) SYSTEMS
Copyright © 2007, www.WestbrookStevens.Com 30
Unintended Consequences = Understand
the Secondary Changes During Planning
Before the Change During the Change After the Change
Copyright © 2007, www.WestbrookStevens.Com
31 1/7/2013
People
Changes
Organizational
Structure
Changes
Systems
Changes
Internal
Environmental
Changes
Your Ship
External
Environmental
Changes
Possible Unintended Changes
Agenda
Goals/Objectives
Relationship of Change, PM, and SPM
✓
2
1
33
7
6
5
4 Pinball and the Drivers of Change
Change Management
Systems Thinking, Loops, and Layers
The Seven Attributes of Excellent Management
8 Summary
3 Strategy and the Storms of Chaos
http://issuu.com/craigastevens
✓
Strategic Project Management
✓
✓
✓
Positive
Media
More Sales
Positive
Word of Mouth
Satisfied
Customers
More Trips
Service Hours
More Routes, Stops
and Services
More Maintenance
Higher Capacity
in Cars
More Jobs
More Equipment
Delays
Delays
More Equipment
Cost
Delays
Fares
Find Service
Personnel
Find
Maintenance
Personnel
Find
Train/Engineers
Personnel
Hiring
Personnel
DelaysVery Long DelaysLong Delays
Training
Personnel
Delays
More Work
For Existing
Personnel
Morale
Turnover
Productivity
and Quality
Delays
DelaysTemporary Staffing
Consulting
Delays
Experience
Delays
Job Rotation
Team Management
Willingness to Ride
Debt
Cash Flow
Profits
Interest Rate
Wages
Cost of Marketing
Market Segments
Market Size
Competitors ServicesCompetitors Fares
Reputation
Delays
Delays
Delays
Delays
Delays
Delays
Human Resources
Equipment
Fleet
Competitiveness Factors
Financial
Variables
(2) People
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT, Domestic
(4) INTERNAL
ENVIRONMENT
(4) INTERNAL
ENVIRONMENT(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE
(5) SYSTEMS(5) SYSTEMS
Before A Change During A Change After A Change
Planning
and
Leadership
History of
Commitment
Communication
Valid Rationale
Team Acknowledgment
Reassignment
Time Frame
Communication
Planning
Leadership
Team Participation
Communication
Pro
du
cti
vit
y,
Mora
le,
Qu
ali
ty
Natural Cocoon Phase
The Big
Picture
(2) People
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT, Domestic
(4) INTERNAL
ENVIRONMENT
(4) INTERNAL
ENVIRONMENT(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE
(5) SYSTEMS(5) SYSTEMS
Phase 1
Phase 3
Phase 4
Phase 5
Phase 2
Copyright © 2007, www.WestbrookStevens.Com 34
Unintended Consequences = Understand
the Secondary Changes During Planning
Before the Change During the Change After the Change
Copyright © 2007, www.WestbrookStevens.Com
35 1/7/2013
07/31/2000 Westbrook S tevens 144
Sales
Satisfied
Customers
Positive
Word of
Mouth
Example
Size of
Town
Number of
Jobs being
worked
Skills
AvailableTim
e DelayOne of the Biggest Problems
Limits to Growth Archetype
Behavior Over Time with Change
Curve
Rate
of G
row
th
(Pro
ductivity,
Sale
s,
Pro
fit, E
tc.)
Time
Effort
Project
Management
Phase
Benefits of Doing
Change/Project Management
Well
Positive
Media
More Sales
Positive
Word of Mouth
Satisfied
Customers
More Trips
Service Hours
More Routes, Stops
and Services
More Maintenance
Higher Capacity
in Cars
More Jobs
More Equipment
Delays
Delays
More Equipment
Cost
Delays
Fares
Find Service
Personnel
Find
Maintenance
Personnel
Find
Train/Engineers
Personnel
Hiring
Personnel
Delays Very Long Delays Long Delays
Training
Personnel
Delays
More Work
For Existing
Personnel
Morale
Turnover
Productivity
and Quality
Delays
Delays Temporary Staffing
Consulting
Delays
Experience
Delays
Job Rotation
Team Management
Willingness to Ride
Debt
Cash Flow
Profits
Interest Rate
Wages
Cost of Marketing
Market Segments
Market Size
Competitors Services Competitors Fares
Reputation
Delays
Delays
Delays
Delays
Delays
Delays
Human Resources
Equipment
Fleet
Competitiveness Factors
Financial
Variables
Tragedy of the Commons Archetype
Performance Over Time P
erf
orm
an
ce
Time
Successful Groups Improve
= Pride and Motivation
Zero
Losing Groups Slide Deeper
= Shame and Dissatisfaction
At Point
of Rewards
The Tragedy of the Commons
Archetype Behavior Over Time
Rate
of
Gro
wth
(Sale
s, P
rofit, E
tc.)
Time
Varying Benefits
to the Different Groups
Organizational Profits
Shifting the Burden Archetype
Profits Over Time with Change Curve C
um
ula
tive
Pro
fit
Time
Project
Management
Phases
Benefits of Doing
Change/Project Management
Well
Zero
Shifting the Burden Archetype
Cost Over Time with Project Cost Curve C
um
ula
tive
Cost
Time
Project
Management
Phases
The Escalation Archetype
Cost Over Time with Project Cost Curve C
um
ula
tive
Cost
Time
Project 1
Management
Phases
Project 2
Management
Phases
Eroding Goals Archetype Competitiveness and Capacity Based on Eroding Goals
Desired Goals
Current
Reality
Future
Competitiveness
and Capacity
Original Project
Management Phases
Project Manage-
ment
Eroding Goals Archetype Competitiveness and Capacity Based on Eroding Goals
Desired Goals
Current
Reality
Future
Competitiveness
and Capacity
Original Project
Management Phases
Agenda
Goals/Objectives
Relationship of Change, PM, and SPM
✓
2
1
46
7
6
5
4 Pinball and the Drivers of Change
Change Management
Systems Thinking, Loops, and Layers
The Seven Attributes of Excellent Management
8 Summary
3 Strategy and the Storms of Chaos
http://issuu.com/craigastevens
✓
Strategic Project Management
✓
✓
✓
✓
Positive
Media
More Sales
Positive
Word of Mouth
Satisfied
Customers
More Trips
Service Hours
More Routes, Stops
and Services
More Maintenance
Higher Capacity
in Cars
More Jobs
More Equipment
Delays
Delays
More Equipment
Cost
Delays
Fares
Find Service
Personnel
Find
Maintenance
Personnel
Find
Train/Engineers
Personnel
Hiring
Personnel
DelaysVery Long DelaysLong Delays
Training
Personnel
Delays
More Work
For Existing
Personnel
Morale
Turnover
Productivity
and Quality
Delays
DelaysTemporary Staffing
Consulting
Delays
Experience
Delays
Job Rotation
Team Management
Willingness to Ride
Debt
Cash Flow
Profits
Interest Rate
Wages
Cost of Marketing
Market Segments
Market Size
Competitors ServicesCompetitors Fares
Reputation
Delays
Delays
Delays
Delays
Delays
Delays
Human Resources
Equipment
Fleet
Competitiveness Factors
Financial
Variables
(2) People
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT, Domestic
(4) INTERNAL
ENVIRONMENT
(4) INTERNAL
ENVIRONMENT(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE
(5) SYSTEMS(5) SYSTEMS
Before A Change During A Change After A Change
Planning
and
Leadership
History of
Commitment
Communication
Valid Rationale
Team Acknowledgment
Reassignment
Time Frame
Communication
Planning
Leadership
Team Participation
Communication
Pro
du
cti
vit
y,
Mora
le,
Qu
ali
ty
Natural Cocoon Phase
The Big
Picture
(2) People
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT, Domestic
(4) INTERNAL
ENVIRONMENT
(4) INTERNAL
ENVIRONMENT(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE
(5) SYSTEMS(5) SYSTEMS
Phase 1
Phase 3
Phase 4
Phase 5
Phase 2
Copyright © 2007, www.WestbrookStevens.Com 47
Project Management is the
Change Implementation Tool
Before the Change During the Change After the Change
Copyright © 2007, www.WestbrookStevens.Com
48 1/7/2013
Product Lifecycle www.westbrookstevens.com
Time
Cas
h
Revenue
Profit
De
velo
pm
en
t
Gro
wth
De
clin
e
Ma
turi
ty
Intr
od
uct
ion
Copyright © 2007, www.WestbrookStevens.Com 49
Risk and the “J” Curve
3/21/2013
Breakeven Point
Negative ROI
Positive ROI
Good Risk Management
Average Risk Management
Poor Risk Management
Copyright © 2007, www.WestbrookStevens.Com 50
Classifications of Change
This Column is From the Firms Point of View 1st Order Changes -
Small Incremental Changes
2nd Order Changes - Major Step Changes
Positive Results
Negative Results
Positive Results
Negative Results
Internal Environmental Levels
1st Level =
Individual or Employee
Level People
Adaptation Deterioration Metamorphosis Dissolution Incremental changes related to people that leads to positive results.
Incremental changes related to people that leads to negative results.
Frame breaking change related to people that leads to positive results.
Frame breaking change related to people that leads to negative results.
2nd Level =
Organization or Division Level
People with or without Technology
Adaptation Deterioration Metamorphosis Dissolution Incremental changes within a part of the larger entity that leads to positive results.
Incremental changes within a part of the larger entity that leads to negative results.
Frame breaking change within a part of the larger entity that leads to positive results.
Frame breaking change within a part of the larger entity that leads to negative results.
3rd Level = Firm or Level
People with or without Technology
Adaptation Deterioration Metamorphosis Dissolution Incremental changes related to the entire company/firm or larger entity that leads to positive results.
Incremental changes related to the entire company/firm or larger entity that leads to negative results.
Frame breaking change related to the entire company/firm or larger entity that leads to positive results.
Frame breaking change related to the entire company/firm or larger entity that leads to negative results.
External Environmental Levels
4th Level =
Industry Level People and/or
Technology
Evolution Degeneration Revolution Disintegration Incremental Changes within the established industry that leads to net-positive results for the industry.
Incremental Changes within the established industry that leads to net-negative results for the industry.
Frame breaking change within the established industry that leads to net-positive results for the industry.
Frame breaking change within the established industry that leads to net-negative results for the industry.
5th Level = National Level
People and/or Technology
Evolution Degeneration Revolution Disintegration Incremental Changes on the national level that leads to net-positive results for the nation.
Incremental Changes on the national level that leads to net-negative results for the nation.
Frame breaking change on the national level that leads to net-positive results for the nation.
Frame breaking change on the national level that leads to net-negative results for the nation.
6th Level =
Global or International
People and/or
Evolution Degeneration Revolution Disintegration Incremental Changes on the global level that leads to net-positive results for the global
Incremental Changes on the global level that leads to net-negative results for the global
Frame breaking change on the global level that leads to net-positive results for the global community.
Frame breaking change on the global level that leads to net-negative results for the global
Copyright © 2007, www.WestbrookStevens.Com 51
Changes, Forced On an Organization and
Proactively Managed with a Positive Result
Start
Metamorphoses
Copyright © 2007, www.WestbrookStevens.Com 52
Changes, Forced On an Organization and
Reactively Managed with a Positive Result
and Changed in the Middle of the Project
Start
Metamorphoses
Copyright © 2007, www.WestbrookStevens.Com 53
Changes , Forced On an Organization and
Reactively Managed with a Negative Result
Start
Dissolution
Copyright © 2007, www.WestbrookStevens.Com 54
Classifications of Change
This Column is From the Firms Point of View 1st Order Changes -
Small Incremental Changes
2nd Order Changes - Major Step Changes
Positive Results
Negative Results
Positive Results
Negative Results
Internal Environmental Levels
1st Level =
Individual or Employee
Level People
Adaptation Deterioration Metamorphosis Dissolution Incremental changes related to people that leads to positive results.
Incremental changes related to people that leads to negative results.
Frame breaking change related to people that leads to positive results.
Frame breaking change related to people that leads to negative results.
2nd Level =
Organization or Division Level
People with or without Technology
Adaptation Deterioration Metamorphosis Dissolution Incremental changes within a part of the larger entity that leads to positive results.
Incremental changes within a part of the larger entity that leads to negative results.
Frame breaking change within a part of the larger entity that leads to positive results.
Frame breaking change within a part of the larger entity that leads to negative results.
3rd Level = Firm or Level
People with or without Technology
Adaptation Deterioration Metamorphosis Dissolution Incremental changes related to the entire company/firm or larger entity that leads to positive results.
Incremental changes related to the entire company/firm or larger entity that leads to negative results.
Frame breaking change related to the entire company/firm or larger entity that leads to positive results.
Frame breaking change related to the entire company/firm or larger entity that leads to negative results.
External Environmental Levels
4th Level =
Industry Level People and/or
Technology
Evolution Degeneration Revolution Disintegration Incremental Changes within the established industry that leads to net-positive results for the industry.
Incremental Changes within the established industry that leads to net-negative results for the industry.
Frame breaking change within the established industry that leads to net-positive results for the industry.
Frame breaking change within the established industry that leads to net-negative results for the industry.
5th Level = National Level
People and/or Technology
Evolution Degeneration Revolution Disintegration Incremental Changes on the national level that leads to net-positive results for the nation.
Incremental Changes on the national level that leads to net-negative results for the nation.
Frame breaking change on the national level that leads to net-positive results for the nation.
Frame breaking change on the national level that leads to net-negative results for the nation.
6th Level =
Global or International
People and/or
Evolution Degeneration Revolution Disintegration Incremental Changes on the global level that leads to net-positive results for the global
Incremental Changes on the global level that leads to net-negative results for the global
Frame breaking change on the global level that leads to net-positive results for the global community.
Frame breaking change on the global level that leads to net-negative results for the global
Classifications of Change
This Column is From the Firms Point of View 1st Order Changes -
Small Incremental Changes
2nd Order Changes - Major Step Changes
Positive Results
Negative Results
Positive Results
Negative Results
Internal Environmental Levels
1st Level =
Individual or Employee
Level People
Adaptation Deterioration Metamorphosis Dissolution Incremental changes related to people that leads to positive results.
Incremental changes related to people that leads to negative results.
Frame breaking change related to people that leads to positive results.
Frame breaking change related to people that leads to negative results.
2nd Level =
Organization or Division Level
People with or without Technology
Adaptation Deterioration Metamorphosis Dissolution Incremental changes within a part of the larger entity that leads to positive results.
Incremental changes within a part of the larger entity that leads to negative results.
Frame breaking change within a part of the larger entity that leads to positive results.
Frame breaking change within a part of the larger entity that leads to negative results.
3rd Level = Firm or Level
People with or without Technology
Adaptation Deterioration Metamorphosis Dissolution Incremental changes related to the entire company/firm or larger entity that leads to positive results.
Incremental changes related to the entire company/firm or larger entity that leads to negative results.
Frame breaking change related to the entire company/firm or larger entity that leads to positive results.
Frame breaking change related to the entire company/firm or larger entity that leads to negative results.
External Environmental Levels
4th Level =
Industry Level People and/or
Technology
Evolution Degeneration Revolution Disintegration Incremental Changes within the established industry that leads to net-positive results for the industry.
Incremental Changes within the established industry that leads to net-negative results for the industry.
Frame breaking change within the established industry that leads to net-positive results for the industry.
Frame breaking change within the established industry that leads to net-negative results for the industry.
5th Level = National Level
People and/or Technology
Evolution Degeneration Revolution Disintegration Incremental Changes on the national level that leads to net-positive results for the nation.
Incremental Changes on the national level that leads to net-negative results for the nation.
Frame breaking change on the national level that leads to net-positive results for the nation.
Frame breaking change on the national level that leads to net-negative results for the nation.
6th Level =
Global or International
People and/or
Evolution Degeneration Revolution Disintegration Incremental Changes on the global level that leads to net-positive results for the global
Incremental Changes on the global level that leads to net-negative results for the global
Frame breaking change on the global level that leads to net-positive results for the global community.
Frame breaking change on the global level that leads to net-negative results for the global
Copyright © 2007, www.WestbrookStevens.Com 55
Positive
Media
More Sales
Positive
Word of Mouth
Satisfied
Customers
More Trips
Service Hours
More Routes, Stops
and Services
More Maintenance
Higher Capacity
in Cars
More Jobs
More Equipment
Delays
Delays
More Equipment
Cost
Delays
Fares
Find Service
Personnel
Find
Maintenance
Personnel
Find
Train/Engineers
Personnel
Hiring
Personnel
DelaysVery Long DelaysLong Delays
Training
Personnel
Delays
More Work
For Existing
Personnel
Morale
Turnover
Productivity
and Quality
Delays
DelaysTemporary Staffing
Consulting
Delays
Experience
Delays
Job Rotation
Team Management
Willingness to Ride
Debt
Cash Flow
Profits
Interest Rate
Wages
Cost of Marketing
Market Segments
Market Size
Competitors ServicesCompetitors Fares
Reputation
Delays
Delays
Delays
Delays
Delays
Delays
Human Resources
Equipment
Fleet
Competitiveness Factors
Financial
Variables
(2) People
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT, Domestic
(4) INTERNAL
ENVIRONMENT
(4) INTERNAL
ENVIRONMENT(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE
(5) SYSTEMS(5) SYSTEMS
Before A Change During A Change After A Change
Planning
and
Leadership
History of
Commitment
Communication
Valid Rationale
Team Acknowledgment
Reassignment
Time Frame
Communication
Planning
Leadership
Team Participation
Communication
Pro
du
cti
vit
y,
Mora
le,
Qu
ali
ty
Natural Cocoon Phase
The Big
Picture
(2) People
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT, Domestic
(4) INTERNAL
ENVIRONMENT
(4) INTERNAL
ENVIRONMENT(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE
(5) SYSTEMS(5) SYSTEMS
Phase 1
Phase 3
Phase 4
Phase 5
Phase 2
Copyright © 2007, www.WestbrookStevens.Com 56
✓
Agenda
Goals/Objectives
Relationship of Change, PM, and SPM
✓
2
1
57
7
6
5
4 Pinball and the Drivers of Change
Change Management
Systems Thinking, Loops, and Layers
The Seven Attributes of Excellent Management
8 Summary
3 Strategy and the Storms of Chaos
http://issuu.com/craigastevens
✓
Strategic Project Management
✓
✓
✓
✓
Process Improvement Program Using a Balanced
Approach
Key Elements of Improvement
1. Leadership
2. Organizational Culture
3. Customer Focus
4. People and Teams
5. Skills and Tools
6. Processes and Systems
7. Performance Measures
Westbrook Stevens Excellent
Management Model © 58
From Book Geronimo Stone
http://www.llumina.com/store/geronimostone2.htm
Westbrook Stevens, Seven Attributes of
Excellent Management Model, 1990 ©
People
and
Team
Building
59 From Book Geronimo Stone
http://www.llumina.com/store/geronimostone2.htm
http://issuu.com/craigastevens
The Three Phases of A Change
1/7/2013 Copyright © 2007, www.WestbrookStevens.Com 60
Before the Change During the Change After the Change
Before A Change During A Change After A Change
Planning
and
Leadership
History of
Commitment
Communication
Valid Rationale
Team
Acknowledgment
Reassignment
Time Frame
Communication
Planning
Leadership
Team Participation
Communication
Natural Cocoon Phase
Steven and Stevens Change Model Copyright © 2007, www.WestbrookStevens.Com 61
Project Management is the
Change Implementation Tool
Before the Change During the Change After the Change
Copyright © 2007, www.WestbrookStevens.Com
62 1/7/2013
1st Order Changes or Continuous
Improvement
1/7/2013 63 Copyright © 2007, www.WestbrookStevens.Com 63
1/7/2013
Start
Adapt
Adapt
Adapt
Strategic Planning Project Selection
Portfolio Management Project Management
Program Management
Process Improvement
Lean
Productivity Improvement
Industr
ial/S
yste
ms E
ngin
eering
✓
✓
Agenda
Goals/Objectives
Relationship of Change, PM, and SPM
✓
2
1
65
7
6
5
4 Pinball and the Drivers of Change
Change Management
Systems Thinking, Loops, and Layers
The Seven Attributes of Excellent Management
8 Summary
3 Strategy and the Storms of Chaos
http://issuu.com/craigastevens
✓
Strategic Project Management
✓
✓
✓
✓
Positive
Media
More Sales
Positive
Word of Mouth
Satisfied
Customers
More Trips
Service Hours
More Routes, Stops
and Services
More Maintenance
Higher Capacity
in Cars
More Jobs
More Equipment
Delays
Delays
More Equipment
Cost
Delays
Fares
Find Service
Personnel
Find
Maintenance
Personnel
Find
Train/Engineers
Personnel
Hiring
Personnel
DelaysVery Long DelaysLong Delays
Training
Personnel
Delays
More Work
For Existing
Personnel
Morale
Turnover
Productivity
and Quality
Delays
DelaysTemporary Staffing
Consulting
Delays
Experience
Delays
Job Rotation
Team Management
Willingness to Ride
Debt
Cash Flow
Profits
Interest Rate
Wages
Cost of Marketing
Market Segments
Market Size
Competitors ServicesCompetitors Fares
Reputation
Delays
Delays
Delays
Delays
Delays
Delays
Human Resources
Equipment
Fleet
Competitiveness Factors
Financial
Variables
(2) People
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT, Domestic
(4) INTERNAL
ENVIRONMENT
(4) INTERNAL
ENVIRONMENT(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE
(5) SYSTEMS(5) SYSTEMS
Before A Change During A Change After A Change
Planning
and
Leadership
History of
Commitment
Communication
Valid Rationale
Team Acknowledgment
Reassignment
Time Frame
Communication
Planning
Leadership
Team Participation
Communication
Pro
du
cti
vit
y,
Mora
le,
Qu
ali
ty
Natural Cocoon Phase
The Big
Picture
(2) People
(1a) EXTERNAL
ENVIRONMENT,
International
(1b) EXTERNAL
ENVIRONMENT, Domestic
(4) INTERNAL
ENVIRONMENT
(4) INTERNAL
ENVIRONMENT(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE(3) O
RGANIZATIONAL
STRUCTURE
(5) SYSTEMS(5) SYSTEMS
Phase 1
Phase 3
Phase 4
Phase 5
Phase 2
Copyright © 2007, www.WestbrookStevens.Com 66
