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When the CEO/SRO/Sponsor When the CEO/SRO/Sponsor When the CEO/SRO/Sponsor When the CEO/SRO/Sponsor asks “are we on track?” asks “are we on track?” asks “are we on track?” asks “are we on track?”
…did you think they meant “Time/Cost/Quality?”
Project Challenge 2016 - Project Planning & Controls Zone
Eddie Borup – ibp Solutions Ltd
Overview
At some point in the career of a PM they realise that focusing on Time/Cost/Quality doesn’t always produce what the business/customer actually needed.
With the focus on “Benefit Realisation” or delivering “Value for Money” or in the Development Sector “Delivering Results” or “Maximising Impact”, projects need effective planning, and controls that work more than ever –especially if they want to survive in this new world.
This session will provide practical techniques that will make a difference tomorrow. Fast and furious, we only have 40 minutes to make a difference.
Agenda
• 5 Random principles that help…• Maturity
• 4 types of change/projects
• Merlin
• JoHari
• Wobbly Bike
• Turning principle into a working set of tools• Stakeholder Mapping
• Results Based Planning
• Cross cutting themes and sustainability
• Controls
• Examples• Nepal – Development Programmes
• Product Launch
• Isolation Unit
• More stuff we don’t have time for• Soft Skills
• Aliens
• Secrets from the customer…
Introduction
Roles that have helped along the way…
• Telecommunications
• Started as an Apprentice
• Head of Project & Programme Management – 106 Programme and
Project Managers
• Interim Head of Delivery – approx. 500 staff reporting to the CEO
during merger of 5 cable companies into Mercury to become CWC.
• UK Military – Infantry Officer
• Owner/Director of the first Accredited Consulting Organisation
• Establish 1998, ISO9001:2000 with BSI– acquired in January 2006
• Director and chair of the Best Practice User Group
• Part of the authoring team of current best practice
• Head of Programme South Sudan
• Accountable for 30m delivery programme humanitarian aid during
the civil war
• Supporting
• UNDP, UNOPS, UNV, ITU, UNFPA, DPKO
• Plan International, ODI, Raoul Wallingburg Institute, Asian
Development Bank
• Central Government , Local Authority, Police, Fire services, Military
• Telecommunications (Ericsson, Vodafone, BT, C&W, Siemens)
• Other sectors - Airline, Publishers, Financial, Distribution, Retail,
Travel , Manufacturing
• Locations
• UK, France, Germany, Greece, Belgium, Holland, Denmark, Sweden,
Turkey, Switzerland, Italy
• China, Vietnam, Cambodia, Malaysia, Nepal, Thailand, Sri Lanka,
Singapore, Maldives, Laos, Afghanistan
• South Africa, Tanzania, Kenya, Uganda, South Sudan, Mozambique,
Libya, Tunisia
• USA, Canada, Peru, Trinidad & Tobago
• Yemen, Oman, Palestine, UAE
Linking Strategy to Delivery...Linking Strategy to Delivery...Linking Strategy to Delivery...Linking Strategy to Delivery...
Concept
Project
PortfolioReview
Concept
Review
Review
Identifying a
Programme
Defining a
Programme
Managing the Tranches
(Delivering the capability
and Realising the Benefits)
Closing a
Programme
Starting up a
Project
Initiating a
Project
Controlling a Stage
Managing Stage Boundaries
Managing Product Delivery
Closing a
Project
Stage
Work
Package
Stage
Work
Package
Stage
Work
Package
Defining Objectives,
Measures
and Strategy
Identifying the
Vision,
Values and Goals
Programme
Linking Strategy to Delivery...Linking Strategy to Delivery...Linking Strategy to Delivery...Linking Strategy to Delivery...
Project
“Portfolio of Projects”
Portfolio of Projects
Cross OrganisationProgramme
Large “core
”Proje
ct
“Programme”
Programme
Project Project
VirtualProg/ Proj
Programme Programme
ProjectProject Project
ProjectProject Project ProjectProject Project
ProjectProject Project
Results Framework – Targets/Aspirations/Pledges/Policy/Strategy
Achievements of Outcomes, Outputs and Results Indicators being Monitored
5 Random Principles...
What is your organisation’s capacity/capability to deliver its results using programme/project management?
What is your on capability/capacity to deliver the project/ programmes allocated to you?
(1) P3M3 – Portfolio, Programme and Project Management Maturity Model
Level 1 Initial
Level 2 Repeatable
Level 3 Defined
Level 4 Managed
Level 5 Optimised
Measuring capability in
organizations and individuals in
their ability to deliver
UK Governments P3M3 standard
Maturity (its impact) Maturity (its impact) Maturity (its impact) Maturity (its impact)
Do we know what the real project is?
• Is the work part of a bigger project/programme?
• Were we asked to delivery the work as a project/programme?
So what does “Maturity” look like?
• Cut and Paste
• A way of thinking
How mature is....
• The individual?
• The team?
• Management?
• Your customers?
• Your suppliers?
What if...
• the customer/supplier/team are at different levels of maturity?
Do not know how to do it
Know what it is
Know how to do it
Paint by numbersMovie
QuestFog
Do not know what it is
(2) Types of Projects
Eddie Obeng – four types of change
What you do not know
What I knowPrivatePublic
DiscoveryBlind
What I do not know
What you know
(3) Planning – change your perspective
(4) Merlin – Working Backwards
• Imagine being able to see into the future and predict down to the exact detail what is going to happen next – how would you use this gift? Would you solve world peace, perhaps select the numbers for next week’s lottery or would you choose to become a Project Manager?
• In the early 90’s, Charles E. Smith wrote a paper entitled “The Merlin Factor”. He realised that the trouble with planning is that you cannot predict the future, and went on to suggest that if only we could be in the future, and look backwards then our path would be clear for all to see…
Merlin Theory – Smith - Harvard Business School
When asked by Arthur how he could predict the future Merlin responded; - “Some people
think it is because I am a magician, it is not, I was simply born backwards and therefore
my yesterday is your tomorrow – I have seen this all before.”
Helps to know what you are looking for – before you get there...
(5) Wobbly Bike Explained
1 = No evidenceUnconscious Incompetence
Wobbly Bike Explained
Wobbly Bike Explained
1 = No evidence
2 = Room for DevelopmentConscious Incompetence
Unconscious Incompetence
Wobbly Bike Explained
Eddie Borup
Wobbly Bike Explained
1 = No evidence
2 = Room for Development
3 = Standard OKConscious Competence
Conscious Incompetence
Unconscious Incompetence
Wobbly Bike Explained
Wobbly Bike Explained
1 = No evidence
2 = Room for Development
3 = Standard OK
4 = Good Standard
Conscious Competence
Conscious Incompetence
Unconscious Incompetence
Unconscious competence
Wobbly Bike Explained
Wobbly Bike Explained
1 = No evidence
2 = Room for Development
3 = Standard OK
4 = Good Standard
5 = Excellent
Conscious Competence
Conscious Incompetence
Unconscious Incompetence
Unconscious competence
Deliberate Conscious Competence
Wobbly Bike Explained
Lets see where we are….
Driving a Car?
Giving a Team Brief?
Planning?
Paint by Number vs. Fog…..
Controls?
Where should you be?
What evidence do you need to know you are in control?
How does this apply to you....
• Do you plan in activities going in sequence and always land on the right end date and/or often “cut and paste” from your last project?
• Do you have stakeholders to help plan or is it “your plan”?
• What type of projects/change are you involved in (Movie/Fog etc)
• How mature are you? (Level 1 or 2 etc) Your Team? You?
• How aligned is your organisations portfolio?
• How competent are you?
• Planning
• Controls
• And all the other competencies we may need to be effective
So how do we turn these into tools....
• Brown Paper
• Flip Charts
• Post-it-Notes (graph paper for Engineers and R&D)
• Blue/white tack, sticky tape
• A room that is big enough
• A gaggle of stakeholders..
And a sense of humor….planning should be a creative and enable an environment for innovation when solving problems….
Stakeholder mapping Stakeholder mapping Stakeholder mapping Stakeholder mapping
Visibly Supporting
Strong Influence
No Influence
Not support
Identify, MAP then decide what to do....
Worried about someone walking in....
Stakeholder Mapping....
• Done initially to know who to invite to the planning workshop
• Done during the workshop
• Done during any future planning
• Done if there is a major change
• Activities• Output• Outcome• Result Result
Outcome
Output
Activity
Activity
Outcome
OutputActivity
Activity
Output
Activity
Activity
OutputActivity
Activity
Results Based Planning
How do we identify Results (Benefits)....
Try doing a “Root - Cause – Analysis” of the problem
1) What is the “Problem” this project is trying to solve?
2) What are the causes of this problem?
3) What are the effects (normally negative) of this problem and its causes?
Then try doing a “Results Map”
1) What does the future look like when the problem has been solved?
2) What strategies/actions did we take to get rid of the causes
3) What are the results/benefits/outcomes now the effects are gone
p.s. Make the problem/vision and results/benefits/outcomes “SMART”
Problem Tree
Prepare a “Problem Tree”
Describe the problem
(this is the Tree Trunk)
Branches (effects)
Above the Trunk
Roots (causes)
below the Trunk
effecteffecteffect
effect
Cause Cause
Cause
Cause
Solution Tree
Prepare a “Solution Tree”
Vision Statement
OutcomeResultResult
Result
Approach Approach
Approach
Approach
Results or
Outcomes
achieved above
the Trunk
Approaches that
fix the causes
below the Trunk
Merlin – working backwards first…
Planning – Working Backwards
• Our brains are more powerful then we realise, we can create a vision of
the future and describe it and then work backwards to find out what we
needed to have done to arrive there.
• Advantages - Better estimating and a more logical flow of deliverables i.e.
Results – Outcomes – Outputs - Activities
• Disadvantages - Nearly always end up in the past, giving us only four
options:
• Don’t do the project
• Move the end date
• De-scope so we can deliver in the timeframe
• Take Risk, where we can control it
Planning with Post-it-notes
Planning - Horizon
• By combining “working backwards” to create the project plan we then
use “forward planning” to develop the next stage in more detail.
• What is a stage? It is as long as you can maintain control.
• By planning forward, which we are good at for short term planning, we
can determine how long a “stage plan” is. It is when we start taking risk
or guessing too much or hoping that something will happen.
• A stage plan should be 100% guaranteed to work (within tolerance)
• For deliverables etc that are more than 18months away consider
planning for “quarters only”.
Planning – working backwards
Planning – Is the project fit for purpose?
• Changing the View – using the JoHari Window..
• This is the first of many inputs where we get a chance to learn how to keep viewing the project from different views. Some are through the eyes of experts and some are “planning” related.
• Planning View – “Quality”. Only think about quality i.e. How will you guarantee that all the critical deliverables are fit for purpose the first time? How will you ensure that the project delivers its outputs to a high standard? That we get the best possible results?
Planning – Cross cutting views
• Quality
• Finance
• Capacity development
• Gender mainstreaming/Social inclusion
• Environment/Social/Economic
• Health and Safety
• Human Rights
• Resource
• Sustainability
• Security
• Legal
• Any others “Views”? Now plan “Forward” for the first stage
Planning – Cross cutting views
• If we had enough time we would now cover the following…
• Risk
• Re-do Stakeholder MAP
• Prepare communications plan
Planning – Controls
One last look at your Plans…
How will you ensure it is controlled? Monitored? On Track?
How will you evaluate the results/impact/benefits?
Have a look at your plans and divide them into stages: When do you think it would be a good idea to have a management review?
Then as a team ask yourself how you will control/monitor the following:
• Risk• Quality• Finance• Resource• Communication• Gender Mainstreaming • Management of the project• Outputs/Outcomes/Results• And any other key “views” that need to be controlled/monitored
Examples
• Nepal – Development Programmes
• Product Launch
• Isolation Unit
More stuff we don’t have time for
Remember why you are doing the project (RESULT)
Remember who the Customer is (Beneficiary)
Innovate – challenge everything - take risk
Be strategic
Simplify
Add Value or stop
Evidence based decisions
Even more stuff we don’t have time for
Soft Skills (keep exploring)
Myers Briggs
Belbin
Transactional Analysis
PM’s are Aliens (its OK)
Try plain language!
Secrets from the customers (listen!)
Communications
Controls
Perceived competence of the PM
p.s. It means the PM doesn’t have to be competent – as long as the client thinks they are!
Any Questions?
Albert Einstein, (amongst others) has been credited with the following...
“Madness is an expectation that if you keep
doing the same thing in the same way
something will change.”
For further information please contact
or +44 777 190 2468