Apm opm branch presentation april 2016

Copyright © 2016 Trevor Band

HAPPINESS IS YOUR BUSINESS’S GREATEST WIN-WIN! “In a sweeping meta-analysis of 225 academic studies, Sonja Lyubominsky, Laura King and Ed Diener found that happy employees have on average, 31% higher productivity, their sales are 37% higher, their creativity is three times higher.” Harvard Business Review February 2012 Shawn Achor

Organisational Project Management …. and why I have stopped reading project management books

Trevor Band FAPM


Our world

What is Organisational PM?

New perspectives

Q&A

Image courtesy of Somkiat Fakmee at FreeDigitalPhotos.net

The Darker Side Theory of Project Management

The problem of missing (consistent) project success in our organisations

Why Projects Fail

1. Link between project and organisation's strategic priorities

2. Project measures of success

3. Senior management ownership and leadership

4. Engagement with stakeholders

5. Skills and proven approach to project management

6. Breaking execution into manageable steps

7. Selecting on price rather than long-term value/benefit

8. Senior level engagement with supply industry

9. Project, client and supplier integration

Projects – An Organisational Perspective


OUR WORLD OF PEOPLE &

ORGANISATIONS

Organisations - Mankind's Journey


Tribal Age

Agrarian Age

Scientific & Industrial Age

Information Age

Violent - crude

Organised - stable

Innovation - markets

Globalisation - internet

Our Age of Mobility, Technology & Confusion


1 in 7 of the global population are on the move

25 billion internet connected devices by 2020 (Gartner)

50% of current jobs will be automated out of existence

Companies are struggling - 50% of 1999 Fortune 500 relegated


On-demand economic forces altering the nature of work

Technology revolution sapping best brains – widening inequality

New expectations and behaviour of the internet “Z” generation

Instability – global banks, Europe, geopolitics, nuclear weapons, ….

Our Age of Mobility, Technology & Confusion


We Must Do Better

“Many people sense that the current way we run organisations has been

stretched to its limits. We are increasingly disillusioned with organisational life”

F. Laloux

13% engaged, 63% not engaged, 24% actively disengaged (Gallup)

In top tech cos only 19% happy, 17% felt valued (Economist Jan 16, 2016)

Failing projects are burning a $3 trillion hole in the global economy every year (Prof Rodney Turner et al, Perspectives on Projects, Routledge, 2010)

ORGANISATIONAL PROJECT

MANAGEMENT

“Outside-In” Project Management

CONTEXT:

current

future

emotional

LEADERSHIP

ORGANISATION

TEAMS

ESSENTIALS

Creating Work Places Where People & Projects

Thrive


OPM is used by leaders to develop businesses that thrive because their people bringing complex change and solutions to life

• Organisation Development that reflects the unique/complex dynamics of projects and project management

• efficiency and health of the organisation as a total and evolving system

• overtly humanistic

• context and customer aligned

• activates learning, creativity and opportunity

• future looking

• engages C-level thinking, emotions and issues

Organisational Project Management – PMI’s View


“OPM is the systematic management of projects, programs, and portfolios in alignment with the achievement of strategic goals…. based on the idea that there is a correlation between an organization's capabilities in P3M and the its effectiveness in implementing strategy.” PMI (2003, 2008, 2013)

Management Concepts, 2010, edited by Hossenlopp R. PMP

FRESH PERSPECTIVES BEYOND PROJECT MANAGEMENT

Fresh Perspective #1 – Imagining Future Change


“To explore the future, we need to look at how people are likely to FEEL, as well as what they THINK. The single word that will drive the future is EMOTION” P5

Dixon P, Profile Books, 2015

“Any organisation can be affected by a mild form of collective madness – the inability to see the wider context. Leaders lose perspective, narrow their vision… become rigid in their thinking” P3

Fresh Perspective #2 – Agile Organisations


New Age

Laloux F., Reinventing Organizations, Nelson Parker, 2014

Holbeche, L., The Agile Organisation, Kogan Page, 2015

“Living entity” - self-organising teams

No management authority

No functions

No job titles – fluid roles – no competition

Radically simplified PM – no project managers

Peer-based performance appraisal

Fresh Perspective #3 – Brain Science


The brain’s primary function is to keep us safe – much less rational than we think

People’s brains have developed the need to be in good relationships

The brain operates efficiently by making patterns and maps

Trust liberates thinking and creativity Swart T., Chisholm K., Brown P. Neuroscience for Leadership. Palgrave Macmillan, 2015

Fresh Perspective #4 – The Disruptive Sale


Value of insight worth more than price, product quality or relationship

Teach something new - engage rational and emotional brain

Greater demand for customisation

Growing expectation of risk sharing

Decisions increasingly consensus based

Use of 3rd parties to navigate complexity

Dixon M., Adamson B. The Challenger Sale. Portfolio Penguin, 2013


FLEXIBLE BUSINESS MODEL DESIGN

BUSINESS ALIGNED CODES OF PRACTICE

AGILE TEAM ASSESSMENT &

COACHING

SPECIALISED LEADERSHIP COACHING

& PIPELINE DEVELOPMENT

Fresh Perspective #5 – Leadership creating psychological ownership for success & discretionary effort

WHAT NEXT? ENTERING THE DARKER SIDE – A PERSONAL VIEW

Organisational Project Management


Bodies of Knowledge Competency Frameworks Qualifications Prince2® MSP® P3O® Change Management



Bodies of Knowledge Competency Frameworks Qualifications Prince2® MSP® P3O® Change Management

ORGANISATIONAL PROJECT MANAGEMENT



Organisational Development Strategic alignment Culture Leadership and governance Cross-discipline talent management Organisational strategy and design Branding and marketing Performance management Best practice benchmarking etc.

“Organisational project management is a new sphere of management where dynamic structures in the firm are articulated as a means to implement corporate objectives through projects in order to maximise value” Aubry, Hobbs, Thuiller, A new framework for understanding organisational project management through the PMO, IJPM 25(2007) 328-336.

ORGANISATIONAL PROJECT MANAGEMENT

HIERARCHIES AGILE (SELF-MANAGED) TEAMS

COMMAND & CONTROL EMOTIONAL ENGAGEMENT

JOBS & RANK FLUID ROLES

PERFORMANCE MGMT CONTEXT CLARITY, PEER PRESSURE

FUNCTIONAL MULTI-DISCIPLINE SKILLS

PRICE/PRODUCT VALUE/INSIGHT

MANAGEMENT TRUSTED “BRAIN SAVVY” LEADERSHIP

INITIATIVES ORANISATION DEVELOPMENT

Organisations Are Changing


Maturing, Not Leading – PM’s $3trillion Crisis


PMs tend to talk to PMs. Our thinking and discussions have plateaued or become cyclical

Focus on the “expert” - despite organisations struggling to nurture the leadership, structures, foresight and insight that enables their people to truly create consistent project success

The PM role remains under-valued in the IT/high tech/creative sectors

The problems of projects rarely excite thinkers outside of project management

The PM profession is disengaged from the C-level and “traditional” professions

The PM profession is under threat from: establishment, content obesity, disillusionment with PM’s effectiveness, new ways of working


The PM Shift – Change is Urgently Needed

Recognise the “PM Crisis”

Adapt to the declining relevance of PM, as we know it

Resist the tide of Establishment

Reduce ‘Hard Hat’ sector dominance

Create new Organisational Development approaches

Engage cross-disciple expertise

Create a special collaboration with HR

Develop business- and people-aligned language

Reframe our understanding of “project management”

www.whereprojectsthrive.uk


M: 07752 482896

E: [email protected]

www.linkedin.com/in/trevorband

Contact – Trevor Band


Apm opm branch presentation april 2016

Education

Transcript of Apm opm branch presentation april 2016