Siitä pienestä erosta, mikä onkin iso

Heikki J Mattila

Projektinhallintapäivä TTY:llä 19.08.2015

"projektit strategian jalkauttajina".

Heikki J. Mattila, Managing Consultant +358 50 482 1120 heikki.j.mattila@midagon.com

• Successful real program/ project manager, 20+ years including big strategic programs and projects

• Deep understanding of the Program and Project Management Methodology. Key player in PM methodology creation and implementation in three big companies

• Quality Assurance as a key thing in program/project success • Program and Project Management Coaching of 500 + programs and projects

We are Midagon

Founded 2006

Core competence…

Change leadership

experience

• Team of experienced professionals, each fully focused

on client work with no internal responsibilities.

• Owned and operated by partners

• Profitable and seeking strong growth from productized

service concepts.

Company

Business and technology

experience

Program and project

management capability

Sisällysluettelo

• Voisiko Byrokratia olla sinunkin ystäväsi?

• Plan carefully

• Miten se voi olla niin vaikeaa erottaa eri asioita toisistaan?

• Business Benefits Realization

• Johdon tuki ja Johdon tuki

• Please do not cheat yourself

• John Lennon

• Change Management – Change Control

• Please do not reinvent the Wheel

• Take the benefits of the company’s Project Management

methodology

• Kaikki totta, vaikka…

• Kysymykset ja vastaukset

Vain Turha Byrokratia

on turhaa!

Case: Training plan

Kaksi eri asiaa:

Byrokratia &

Turha Byrokratia

Byrokratia

- Turha Byrokratia

= Tarpeellinen Byrokratia

(Minimum Must concept)

If You Fail To Plan – You Plan To Fail

Pre-Study Plan

Please note: Large pre-study may need to be conducted as a project

Deliverable Responsible Deadline Review

by

Approval

by

Status Comment

Business Owner

nominated

Person responsible for

pre-study nominated

Measurable objectives

defined

Scope defined

Current State Analysis

done

Target State Definition

done

Business Case defined

Rough implementation

plan defined

Rough Solution and

a Proposal for the Go

approval created

By Whom

When

Quality

Assurance Status

Only One

Slide!

What

Pre-Study Plan

Please note: Large pre-study may need to be conducted as a project

Deliverable Responsible Deadline Review

by

Approval

by

Status Comment

Business Owner

nominated

Person responsible for

pre-study nominated

Measurable objectives

defined

Scope defined

Current State Analysis

done

Target State Definition

done

Business Case defined

Rough implementation

plan defined

Rough Solution and

a Proposal for the Go

approval created

Miten se voi olla niin vaikeaa erottaa?

• Current State Definition - Current State Analysis

• Current State Analysis - A Need for the Change

• Target State - Solution when in Target State

• Change - Business Benefits

• Change - Measurable Objectives

• Business Case - Business Benefits Realization

CS, CSA, TS, B/C, Objectives, Solution,

Current State (CS)

1. Current State Definition • There is something wrong with Process X,

which has an important role in the strategic capability 123.

• Process X lead time is 12 days

2. Current State Analysis • Competitors’ Lead time for the same

process is 5 days

• A Need for the Change We are too slow –> We lose customers Annually 15 M€ of sales is lost

Target State (TS)

3. Target State Definition

• We are faster than the competitors

4. Business Case: Faster lead time

-> More sales - > Business Benefits

• Lead time 6 days -> 1 M€ a year

• Lead time 5 days -> 2 M€ a year

• Lead time 4 days -> 15 M€ a year

5. Measurable Objectives

• Process X Lead time to be 4 days

• Project Closing Criteria: Lead time daily max 4 days for 2 months in a row

6. Solution

1. Ensin muutos

2. Sitten Benefits

5 days is not enough to pass

the Portfolio Steering Group

Project Charter defines the Business Owner’s needs

Project Charter, Business Benefit Realization

Key Achievement Status

Status of

Business Benefit

Realization

How Business Benefit Realization is

Measured? Approved change definition and business case is the

baseline for comparison in later phases

Project Initiated - First version of objectives and business case

Project Authorized Change definition and business case matching

objectives approved

Project Planned & Organized Plan available to achieve the change and

targeted business benefits

Process/Concept Ready Concept available to bring the targeted change

and business benefits

Working Solution Ready Solution available to bring the targeted change

and business benefits

Ready for Final Go-live Organization is ready in order to meet the

targeted change to reach the targeted benefits

Objectives Achieved Change is measured,

Targeted business benefits realized / started to

flow in

Project Closed Responsibility on business benefits realization

follow-up agreed and handed-over

Milestones Status

Missä vika jos Business Benefits ei realisoidu?

• ”Projektissa tietysti ja projektipäällikössä erityisesti”

• Kyllä useissa tapauksissa, mutta ei aina

B/C Quality Not done carefully Business Owner

Project Manager

B/C Quality Done carefully, but

wrong estimations of

the Benefits

Business Owner

Project Plan and

Execution Quality

Not done carefully Project Manager

Steering Group

Change Management

Quality

Not done

carefully/enough

Business Owner

Project Manager

Not enough skills when

needed

Not enough resources

available

Company Policy

Line Management

etc.

Missä vika jo Business Benefits ei toteudu

Väärä säästäminen

• Savings in the Resource Costs can be smaller than the lost of the Business

Benefits

• Particularly the company’s own key resources

• And especially if there are too many projects at the same time

All projects will be late

Business Benefits will realize late

Things changes round the project - Business Case does not fly any

more

No benefits at all, only costs will realize

Ilman kunnollista johdon tukea, erityisesti

johtoryhmää*) projektin on vaikea onnistua

15

*) Oikea johtoryhmä (pieni please) tai joissain tapauksissa vain Product Owner

Johtoryhmä

• Tukee

• Välittää

• Vaatii

• Hyväksyy

• Sitoutuu

• Act as

Change

Agents

Johtoryhmäkin

tarvitsee tukea

• Steering Group

Guidebook

• Coaching

• Meetings outside

the SG meetings

Case: APAC

Ilman yhteistä johtoryhmää projektin on

vaikea onnistua

Ei näin

Biz

IT

Ilman yhteistä johtoryhmää projektin on

vaikea onnistua

Projektitiimi ja johtoryhmä ovat samassa veneessä

Ja Business ja IT mahtuvat samaan veneeseen

Ja kyllä sinne mahtuvat Asiakas ja Toimittajakin

Kaikki tarvitaan

Business hyötyjen

realisoitumiseksi

R ’n’ R on tärkeää!

Roles and

Responsibilities

Ja

Rock ’n’ Roll

Quality of the Steering Group Decisions

• John Lennon

• Heikki J Mattila

Poor Steering Group

decisions are over!

If You Want It

Quality of the Steering Group Decisions

Please do not cheat yourself

Green = All done with good Review results

Red = Not completed or did not pass the Review

Yellow = Not completed and/or did not pass the Review

We should not have any Conditional approvals at all

20

Change

Management

On aivan eri asia kuin

Change Control

Change Management – Change Control

Projektipäällikkö on onnistunut

Change Managementissa, kun

projektin tuovan muutoksen tulevat

käyttäjät soittavat jatkuvasti ja

kysyvät: ”Koska me oikein saadaan

ruveta käyttämään sitä uutta hienoa

ratkaisua, minkä projekti tuo?”

Minimum Must

• Stakeholder Management Plan

• Change Impact Analysis

• Communication Plan

Change Control varmistaa

kontrolloidun muutoksen jo

hyväksyttyihin projektin tuotoksiin

(e.g. Project Scope, Schedule, Costs,

Process Definition)

Impact Analysis!

21

Tärkeää on, että yrityksessä/yksikössä on selvä yhtenäinen käsitys siitä

mikä on Change Management ja mikä on Change Control.

Miten muuten voi korostaa CM:n tärkeyttä, kun puolet käsittää sen väärin

Ota hyöty standardeista

• Templatet ovat ystäviäsi – Ne mahdollistavat sen, että voit käyttää kykysi,

aikasi ja energiasi siihen että projekti tuottaa Business Benefitit.

• Sitähän se Business Owner tilaa. Ei templatejä.

Please do not reinvent the Wheel

Case 1M€

How to ensure to take the benefits of the company’s

(unit’s) Project Management methodology

1. Provide strong visible Management support • From as high as needed

• “This is good”

• “We need this”

• “We all must use this “(All = management, SG, Program/project manager, portfolio manager etc.)

• ”Steering Group’s responsibility is to take care that we take the benefits of the Project Management Methodology”

• Coaching is available. Every project to contact the coach as the first thing when starting any work for the program/project

• Refer to this support when needed

2. Proper Change Management • Stakeholder Analysis

• Change Impact Analysis

• What does it mean to company, my unit my program/project, to each role in the program /project

• Communication Plan

3. Proper training • Normal training actions: Plan, training material preparation, training arrangements, feedback collection, enhancements

• Measure the training: Sessions held, trainees attended the trainings

• Measure the learning

4. Provide the Coaching • Do the Coaching Concept

• Nominate the Coaches, ensure there is allocated time for the coaching

• Arrange the Coaching network management

• Coach

Tarpeeksi hyvä riittää

Oikein käytetty

menetelmä takaa

onnistuneen projektin,

mikä jalkauttaa

strategian

Yhteenveto

Jos haluat menestyvän projektin strategian jalkauttamiseen, niin

• Suunnittele projekti huolella – Tee projekti suunnitelman mukaan

– Riippumatta yksikön käytössä olevasta menetelmästä

• Varmista business hyötyjen toteutuminen koko projektin ajan

• Varmista johdon voimakas tuki

• Älä narraa itseäsi eikä muita

• Tee huolella Change Management – Change Control

• Ota kaikki hyödyt yrityksen projektihallintamenetelmästä

• Älä keksi pyörää uudelleen. Keskity projektilta tilatun muutoksen

tuottamiseen

• Vain turha byrokratia on turhaa

• Muista, että hymy ei ole tehokkuuden vastakohta

Kiitos!

Ja sitten kysymyksiä

Heikki J Mattila

heikki.j.mattila@midagon.com

+358 50 4821120