Contents 1.Triple Constrains: Project Constraint 2.Business Focus: Business Constraint 3.Project vs....
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Transcript of Contents 1.Triple Constrains: Project Constraint 2.Business Focus: Business Constraint 3.Project vs....
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