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APM PMO SIG Spring conference: People are the PMO's best assets
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People
Culture, effects on Communication
© Association for Project Management
Image: FreeDigitalPhotos.net
©APM People SIG June 2012
Many Thanks to co writers , Sheilina Somani and Irene MacDonald
People
Tuckman
© 2012 Association for Project Management
©APM People SIG June 2012
People
Warming ...
Warming© is a state of re-convening It can only occur with a past performing team (recent
or distant past) It enables a team to
– Re-familiarise– Re-establish connections– Dispense with individuality– Returning to their performing team
© 2012 Association for Project Management
©APM People SIG June 2012
People
Interactive bit
Everybody in their groups write 2 interesting facts about them self.
Mix them and pick out 2 at random Talk 1:1 with different members of the group ,
when you find the person relating to the fact , return their slip.
Not allow to ask direct question about the facts.
© 2012 Association for Project Management
People
© Association for Project Management
Overview
Culture in Context
Organisational Culture
Perception is reality
Changing PM to Prevailing Organisation
Micro Cultures
Closing Summary
ResourcesImage: FreeDigitalPhotos.net
People
Culture in Context
© 2012 Association for Project Management
Image: FreeDigitalPhotos.net
People
Cultural Context - Individual
© 2012 Association for Project Management
Individua
l
People
Culture affects how projects are …
Perceived Managed Resourced
And, therefore … Successfully delivered
Image: FreeDigitalPhotos.net
People
Culture affects perception
Bureaucratic Trendy Expensive Threatening Suspicious
© 2012 Association for Project Management
Chaotic Disruptive Exciting Useful Beneficial
Image: FreeDigitalPhotos.net
People
Culture affects management
Leadership Buy in Matrix structure Authority
© 2012 Association for Project Management
Accountability Reporting Recognition Sponsorship
People
Culture affects resourcing
People Communications Funding Sponsorship
© 2012 Association for Project Management
Technical approach Specialism User input
People
Culture affects successful delivery
Inclusivity – inclusion in operating environment Respect for project management practices Support from sponsors Recognition for added value
© 2012 Association for Project Management
People
© Association for Project Management
Organisational Culture
How do organisations view project management?
Is there an ideal culture?
What are the current approaches ?
Do we change culture or change PM?
People
DISCRETION
BUREAUCRATIC
MECHANISTIC ANARCHIC
SilosNo joined up thinkingSacrificing othersWho shouts loudestInnovativeAdolescent
Traditional SlowProcess focusedFrustratingBypassing
Procedures, roles, levels, policies, rules
Self, silos, dysfunctional
Suppressed conflictThe need for cabinet CollectivityIdealistic
Meshed, people focussed, working together, supportive
ORGANIC
INT
EG
RA
TIO
N
Power, politics, centred
Power basesEgo centricBottleneckedEstablished
Banks, Financial Services WWF, Charities
Retail, Public Services, Gov Depts Creative, Arts, R&D, Music
Typical Organisational Culture
People
© Association for Project Management
How is project management seen in your organisation ...
Blocker? Enabler?
I’ve a clear plan and know what I’m delivering
Projects cause
unnecessary discomfort
It’s a fad with lots of
meaningless jargon
Proper Project management would be the
answer …
People
© Association for Project Management
Examples of blockers …
Why do we need project management? Every project is different It’s bureaucracy! A methodology eg Prince2? Discipline, Audit, Policing? Way of stifling creativity! Stealing the glory?
People
© Association for Project Management
Examples of enablers…
Provide order Project prioritisation Benefits realisation Complete tasks Visible controls Management transparency Facilitate quiet competence
People
How to build effective project management in to our organisational culture?– Respect existing norms– Acknowledge current practices– Provide a context in which project management is
recognised as adding value– Demonstrate cognisance of business as usual (BAU)– Leverage difference– Seek out diverse opinion
© Association for Project Management
The Challenge
People
Frames of Reference
Perception is Reality
How do different frames of reference affect the way we run our projects?
People
Interactive
© Association for Project Management
For the examples shown , discuss alternative View points
Any other examples ?
PeopleSubjectivity - Reframing
Fact View 1 View 2 or 3
They are wearing a crucifix
They clearly have faith
We maintain comprehensive records
Good – I’m covered if there is an audit
You must swipe in and out of each location
At least if there’s an emergency they’ll know who’s in the building; security is maintained
30% of my time is working from home
I can achieve more, faster, and without having to commute.
PeopleSubjectivity - Reframing
People
Framing … changes over time …
© Association for Project Management
Influenced by mood and emotion Contextual, driven by events Impacted by external forces Affected by peer pressure Perception of criticality/responsibility
People
© Association for Project Management
An organisation typically values …
Tangible outcomes Achievement of conventional project
parameters Emotional, subjective judgements of
success Revenue generation Sustainability
People
A group of individuals represents...
Different languages Varied behaviours Diverse decision making practices Independent approaches Absence of common processes Uncertainty in environment Isolated thinking – confident vs fearful
People
© Association for Project Management
Understand the Potential for Flexibility
Terminology and language Objectives and targets Methodology/documentation Organisation structure and roles Control, approval, sign-off Sponsorship Communication Systems and tools Compliance and governance
People
© Association for Project Management
Communication Strategies
Empathy Accessibilty Avoid jargon De-cluttering Explain acroynms Clear definitions
Use Images Appropriateness Communication styles Flexible Avoid elitism Inclusive
These tips apply equally to individual, group, team, micro and organisational cultures
People
© Association for Project Management
Closing Summary Culture has multiple dimensions and layers
– Individual – Organisational– Micro
Flexibility and adaptability are pre-requisites Perceptions of reality vary widely Project management can be more readily adapted than
changing an organisational culture Micro cultures co-exist within organisational cultures
People
References
People SIG Website– Forum threads
– Workshops
– Presentations
– Articles from the People SIG Community
© 2012 Association for Project Management
People
© Association for Project Management
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