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7/29/2019 Should Board of Directors Include a PO - Chief Project Officer - By Hazem Zeitoun - iCompetences PPM2013
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Experience from Jordan
The Arab Spring PPM
Stories by Jordanians
7/29/2019 Should Board of Directors Include a PO - Chief Project Officer - By Hazem Zeitoun - iCompetences PPM2013
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English or French
7/29/2019 Should Board of Directors Include a PO - Chief Project Officer - By Hazem Zeitoun - iCompetences PPM2013
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PMDProV2.112012GenomeTC
Presenter
§ Co-Funder of Genome T&C§ Experience in Pharma, NGO,IT, Tourism, Auto-industry & Engineering
• Dr. Hazem Zeitoun
• MBA, PMP®, PMD® Pro 1&2• President of PMI-Jordan Chapter
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PPM 2013 –Casa -Morocco
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Reflection on Reality
• Real stories from around the region
– Link between Corporate Strategy , Programs , Projects
• Do they really Have a strategy ?
• Who calls the shots
– Value of having PMO or not ?!
– What about having a CPO
7/29/2019 Should Board of Directors Include a PO - Chief Project Officer - By Hazem Zeitoun - iCompetences PPM2013
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Three types of organization
Those that make things happen
Those that watch things happen
Those that wonder what happened
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Stories from around the region
Industry : Pharmaceuticals
Business :Distribution & Manufacturing
Revenues : 1 Billion €, peak performance
Issue : Drop of 20% for 3 yrs in a row
Assignment: Find the problem and fix it
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Stories from around the region
• Projects and programs keep popping up to add to the portfolio
– Pursued , dropped … picked up again , pursued and oftendropped , again
• Vision is there but no clear strategy
• Seems to be a collaborative methodology
• Strategy proposed
– Streamlining PPP to align with Strategy
– Walk still - New Projects and programs pops up that are not inline , but who really knows??, advise or can decide ?
Func&onal
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Stories from around the region
Industry : Oil & Gas
Business :Systems Integrators
Revenues : 100 Million $, Growing 25% y/y
Issue : Profitability only 4-5%
Assignment: Suggest a fix & help implement
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Stories from around the region
•
• Delays , delays and delays• Silo Approach
• Erroneous Estimation for manpower, procurement, duration,etc.
• Technically V. sound• To address profitability
– Diversify portfolio and take on even larger projects (EPC)
– Restructuring , New systems , policies and procedures
Projec&zed
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Stories from around the region
Industry : Telecommunications
Business : Mobile operator &ISP
Revenues : 1 Billion $, Growing 20% y/y
Issue : Competition gaining on them
Assignment: Train PM and Identify problem
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Stories from around the region
•
• Now establishing 2.5 G, while they should be doing LTE – Still needs 2 more years to fully developed and deployed the 2.5 G
– Solid investment in CDMA ?
• Silo approach
• Behind competitors in new services• Still Expanding the portfolio rest as silo approach
• Highly Qualified Project Managers , but ??
Matrix
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Stories from around the region
Industry : Real Estate
Business : Alum. Manufacturer
Revenues : 150 Million $, Growing 30% y/y
Issue : Uncontrolled growth , Cannot cope
Assignment: How to cope
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Stories from around the region
• Acting like a contractor for mega projects
• 3 manufacturing Locations/Countries• 40% form individuals , 60% mega projects
• Offer highest quality craftsmanship but suffer of constantchanges in requirements and priority shifting
• How many PM they have ??? – One and Recently transferred to over see a mega project in
another country
Projec&zed
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Stories from around the region
Industry : Mining
Business : Making Serious Money
Revenues : 1 Billion $, Profits 500 million $
Issue : Supply & Demand & Competition
Assignment: Get me out of here
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Stories from around the region
• Keeps adding to the portfolio, so they can make even
more serious money – Some additions are total disaster
– Some more successful
– A lot of cash ( self finance everything )
•
4 different departments deals with projects – Maintenance , Expansion , New projects , Engineering
• Army of PMs
Matrix-Projec&zed
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So what do you think is common ?
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Current Organization DNA
• No proper Linkage to Strategy
• No PPM of any kind
• Alice in Wonderland
• Fire Fighting culture
• No PPM severely affecting ROI
• Accountability is lost
• Practically, is there a strategy ?
• Technical decides, engineering build , PMOnods
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Current Organization DNA
• Prioritization is absent
• No PPM of any kind
• They don’t want to be Alice in Wonderland
• Each Department has own methodology
•
No proper PPM• Weak synergy as end result
•
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So what is lacking here ?
• Absence of PMO ?
• If there is a PMO , what is the role ?
• Do they Need a PMO ?
• PPM handled by the C-suite , The CAPEX
– CEO,CFO,CTO,COO, CIO, CMO
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LeadSelect /Cancel
Align & Deliver Value
Improve Develop
Who is taking care of ?Across the organization
Oversight/Governance
Make theconnection
Prioritize
Risk , balanceportfolio
Objectives met
M&CContinuouslydrive it acrossorganization
EnvironmentSkills,
Enterpriseresources
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Change ?
• New DNA? – Culture
– Decision making
– Systems
– How things are viewed and done
when it comes to PPP
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Evolutionary or Revolutionary ?
1.Developmental change- Tweaking the system or process
• improvement of an existing situation ( New policy , new process)
2.Transitional change- Restructuring, reorganizing
• Implementation of a new state: management of the interim transition stateover a controlled period of time
3.Transformational change
- New vision, new mission, new values• Emergence of a new state, unknown until it takes shape out of the
remains of the chaotic death of the old state: ( New company )
• Time period not easily controlled
Source: Ackerman
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The Human Side-Part I
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The Human Side-Part II
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The Technical Side-Part I
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The Technical Side-Part II
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What Change is needed ??
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The Orchestrator
Ensure orchestra is performing well
All programs and projects
Human capitalProvide Direction
Synergy
Avoid the double whammy
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The Integrator
Have the right attitude and the right knowledge
• Governance• Organization capacity & Resources allocation• Ensure PPM objectives are met
• Ensure linkage to strategy
• Avoid the nightmare• Aggregate risk
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The Chief Project Officer , is it the time ?
• Role of CPO /CP3O
– Understands ROI
– Take the tough decision about what to do , not to do or
kill – Part if the C-suite , The expert advisor
– Project corruption, The connection for the C-suite
– The more Objective Voice of Knowledge
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LeadSelect /Cancel
Align & Deliver Value
Improve Develop
Who is taking care of ?Across the organization
Oversight/Governance
Make theconnection
Prioritize
Risk , balanceportfolio
Objectives met
M&CContinuouslydrive it acrossorganization
EnvironmentSkills,
Enterpriseresources
7/29/2019 Should Board of Directors Include a PO - Chief Project Officer - By Hazem Zeitoun - iCompetences PPM2013
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Who fill the position ?
• Individual • Head PMO
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Is it time to have Chief Project Officer (CPO)
Yes
No
Not sure
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Thank you for agreeing with me
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Sustaining Momentum
Sustaining
Momentum
Providing Resource for Change
Building a Support Systemfor Change Agents
Developing NewCompetencies and Skills
Reinforcing New Behaviors
Staying the Course
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If A + B + D > Z, then C
C = Change
A = Dissatisfaction with the status quo
B = Knowledge about first practical steps
D = Shared vision of the future
Z = Costs of change (economic, psychological)
Change Equation
Adapted from Richard Beckhard’s Change Equation
C= f (A+ B + D) > Z
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Visions of Change “West – East”
• Linear
• Progressive
• Destination oriented
• Based on creatingdisequilibrium
• Planned and managed bypeople who are separatefrom and act on things toachieve their goals
• Unusual, because everythingis normally in a quasi-stationary or static state
• Cyclical
• Processional
• Journey oriented
• Based on maintainingequilibrium
• Followed by people who areone with all and must actcorrectly to maintainharmony in the universe
• Usual, because everything isnormally in a continuallychanging dynamic state
OR
“Lewin Meets Confucius: A Review of the OD Model of Change” (Robert Marshak)