Changing the Project Wasteland with a portfolio culture that works - Adrian Pyne

1

CHANGING THE PROJECT WASTELAND WITH A PORTFOLIO CULTURE THAT WORKS

Adrian PyneEVA1919th May 2014

lPyne Consulting

Copyright © 2014 Pyne Consulting Limited 2

ABOUT ADRIAN• Organisation culture development

• Coaching and mentoring

• Collaboration

• Professional Services build and management

• Business Transformation programme delivery and rescue

• Portfolio, programme and project management capability development

• Enterprise PMO design/build/operate

• Intelligent Client model development

• Member of APM approx. 20 years• APM Audit Committee• Frequent speaker , conference chair and blogger• Cabinet Office White Paper• OGC: MSP, P3M3 & Portfolio Mngt review panels• APM – Intro to Programme Mngt & Portfolio Mngt• The Gower Handbook of Programme Management• APM Registered Project Professional and Assessor

lPyne Consulting


WORKSHOP CONTENT

Life is absurd

The Wasteland described

Sins of Omission and Commission

Creating a project friendly organisation culture

lPyne Consulting


LIFE IS ABSURD

lPyne Consulting


ABSURDIST HUMOUR

I asked for no onions in my

burger

Consider it a lesson in the unpredictable nature of life

lPyne Consulting


THE WASTELAND DESCRIBED

Project

lPyne Consulting


PROJECTS DON’T FIT

70%?

lPyne Consulting


PAINTING THE LANDSCAPE AROUND PROJECTS AND PROGRAMMES

Default position

Adapt

Change the game

lPyne Consulting


Nick Leeson – who cared?

When things go wrong

Libor scandal – who checked?

Fire centre control programme – who did it right?

King Darius III and the Gulf of Mexico oil spill

When things go right

1 F1 Tyre change teams

2 Emergency services reaction to the Kent fog pile up Sep 2013

3

Shell worldwide safety culture4

Sky cycling team win Tour de France (twice)

1

2

3

4

WHY WE MANAGE PROJECTS

lPyne Consulting


PAINTING THE LANDSCAPE AROUND PROJECTS AND PROGRAMMES

Project

Resource owners

Customers

Governance

Those impacted

Grand ViziersSultans

Resources

Media

Regulatory

Noise makers

Suppliers

Competitors

Other (competing?) projects

EPMO

lPyne Consulting


VisionStrategy

Technology

ProcessPolicies

ValuesOrganisation

Rules

Behaviours

Symbols

Relationships

Perceptions Beliefs

Assumptions

Unwritten rules

Common practice

ORGANISATION CULTURE

lPyne Consulting


SINS OF OMISSION & COMMISSION

Sins of Omission

Sins of Commission

lPyne Consulting


SINS OF OMISSION

Sponsors and Harry Potter

PMOs last about 18 months

Lack of executive project understanding

Lack of Leadership

Value of capability not recognised

No common view of Success

lPyne Consulting


WHAT IS SUCCESS…..WHAT IS FAILURE?70% of projects fail!

lPyne Consulting


Benefits measurably delivered

Pleased with outcomes

Pleased with how the project went

Please with how those involved worked

WHAT IS SUCCESS…..WHAT IS FAILURE?

lPyne Consulting


SINS OF COMMISION

Powerful opposition

PMOs last about 18 months

P3 capability rarely beyond Level 3

P3 Capability not sustained

Flawed capability improvement approach

P3 value not fought for

lPyne Consulting


CREATING A PROJECT FRIENDLY CULTUREComponent

s

Project

Min L4 Capability

Project culture

Integrated withCorp. Gov

P3 Career Path

Part of BAU

Part ofStrategy

Portfolio managementProgramme managementProject management

Regular Boardvisibility

Project selectionTools

Integratedwith Finance

EPMO

Dashboards

Integrated withFunctions

Integrated withChange Mngt.

lPyne Consulting


IMPROVING CAPABILITY

Experience

Mentoring

Mistakes

Communityof practice

Lesson library

Training & remote learning

lPyne Consulting


CREATING A PROJECT FRIENDLY CULTURE

eVa19

Selling to the CEO

Understand their character – 5 types

Identify their trigger points

Identity who influences them – sell to them first – they have conversations with CEOs, not present

Content is important – approach more so

Identify what style of approach will work

lPyne Consulting


5 BEHAVIOURAL TYPES OF EXECUTIVE

Behaviour Characteristics Approach

Charismatics

• Initially exuberant• Decide based on balanced

information

• Use excitement• Present balanced case• Seek Grand Viziers to

support

Controllers

• focus on the pure facts and analytics

• Averse to risk

• Evidenced based case• Play to their concerns• Show risk avoidance

Thinkers • Likely to express contradictory points of view

• Cautiously works through all options

• Calm and considered• Present balanced case• Show that options are

tested

Skeptics • suspicious of data not fitting their worldview

• decisions based on their gut feelings

• Identify their worldview• Play to worldview• Push emotional buttons

Followers • Trust their own experience• Listens to trusted executives

• Identify relevant experience

• Leveraging Grand Viziers critical

lPyne Consulting


VisionStrategy

Technology

ProcessPolicies

ValuesOrganisation

Rules

Behaviours

Symbols

Relationships

Perceptions Beliefs

Assumptions

Unwritten rules

Common practice

WHAT ORGANISATION CULTURE?

lPyne Consulting


ORGANISATION CULTURE MATURITY MODEL

Sustained• Sustainable organisation culture• Organic development continuously aligned to Strategy and Business plans

Consistent• Strategy driven organisation culture (and sub-cultures) achieved• Consistent behaviours matching the strategic organisation culture everywhere• Organisation culture supports/part of organisation brand(s)

2

Embedded• Organisation culture (and sub-cultures) linked to Business Strategy• Culture change/evolution Roadmap to match Strategy being implemented• All parts of the organisation are seeing behaviours driven by the Strategic

cultureDisjointed• Mission and Vision are well communicated in the organisation• Behaviours match the Mission and Vision but not consistently• There is a culture “map” of the organisation• Culture change initiatives

Disconnected• Mission and Vision disconnected from people in the organisation• Islands of good behaviour and practices• Multiple cultures• Conflicting views of what the cultures are

5

1

3

4

lPyne Consulting


STRUCTURED CAPABILITY DEVELOPMENT

Roadmap

Process

Technology

People

Tasks

TasksTasks

TasksTasks

TasksTasks

TasksTasks

TasksTasks

Tasks

Q2 2014 Q3 2014 Q4 2014 Q1 2015

http://www.apm.org.uk/blog/banishing-hyenas-building-programme-friendly-organisation-culture

lPyne Consulting


1. Increase urgency

KOTTER’S 8 STEP CHANGE MODEL

2. Build guiding teams

3. Get the vision right

4. Communication for buy-in

5. Enable action

6. Create short-term wins

7. Don’t let up

8.Make it stick

Create a Climate for change

Engaging and enabling the organisation

Implementing and sustaining change

Adrian: Open Minds, Make the Change, Embed the Change

lPyne Consulting


WORKSHOP CONTENT

Life is absurd

The Wasteland described

Sins of Omission and Commission

Creating a project friendly organisation culture

lPyne Consulting


WORKSHOP CONTENT

[email protected]

Thank you, good luck…..and HAVE FUN!