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NLP for PMO Practitioners
Dr Peter Parkes
influence persuasion motivation communication conflict management
Peter Parkes MBA FCMI FRSA FIoD FAPM
Introduction & Bio
• Programme Director roles in private sector, public sector, PPPs and ‘Big 4’ Management Consultancy
• Steering group for APM BoK
• Story • Rail - 4 years, 4 PMO managers
• Implementations, Master-classes and coaching
• NLP4PMs -> NLP4BAs -> change management
• Newsletter – Behavioural competencies for PMOs
Benefits of a PMO
Key observations and findings from PWC study
• PM Maturity Levels are on the rise.
• Organisational maturity is directly correlated with organisational success. Higher maturity yields higher performance.
• There is a positive relationship between the length of time a PMO has been established and successful project performance.
• The adoption of Portfolio Management leads to increases in performance.
APM BoK 6th Edition
6th Edition completely re-written to consider each topic through dimensions of:
• Portfolio
• Programme
• Project
Commentary from APM BoK Steering Group on introduction of P3 aspects
Publications
Barriers to Change
Upsetting the Status Quo
It ought to be remembered that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.
Because the innovator has for enemies all those who have done well under the old conditions, but lukewarm defenders in those who may do well under the new.
This coolness arises partly from fear of the opponents, who have the laws on their side, and partly from the incredulity of men, who do not readily believe in new things until they have had a long experience of them. ???????????
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Levers & Barriers to Change - Exercise
Barriers to change
Levers for change
Are you being served, Madam?
© Peter Parkes 2015 www.NLP4PM.com
Consider a service model for P3O
• Portfolio functions • Alignment to strategy
• Prioritisation
• Standardisation of Benefits measures
• Management dashboards
• Governance
• Assurance
• Delivery functions • Capacity Planning
• Resource Management
• Contract Management
• Facilitate programme / project start-up
• Centre of excellence functions • Standards
• Training & coaching
• Assurance
• Good practice
• Knowledge management
• Tools
• Consultancy
Creating capability in your P3O
Figure Activities lead to capabilities lead to outcomes
What Outcome will this
enable me to do? Capability
Implementing a P3O – hand-out and exercise
• Who are our customers?
• What are the easiest services to sell to them?
Resistance
V
a
l
u
e
Agile Change Management
Unfreeze
Status Quo
(as-was) Meta-state
(as-is) Change
Freeze
Implementation of a PMO should be viewed and managed as a change programme - why?
‘There are no limits; there are only plateaus, and you must not stay there, you must go beyond them’
Implementing a P3O
• Who is the sponsor?
• What level of support do we have?
• What is the Vision?
• What might the end state / Blueprint look like?
• Do we have a business case?
• Who are the key stakeholders?
• What does success look like to them?
High
High
Medium
Medium Low
Low
Potential impact of the stakeholder on the programme
Po
ten
tial im
pa
ct o
f the
pro
gra
mm
e o
n th
e s
take
ho
lder
The Agile Manifesto (Rail story)
We …have come to value:
- Individuals and interactions over processes and tools - Working solutions over comprehensive documentation - Customer collaboration over contract negotiation - Responding to change over following a plan.
That is, while there is value in the items on the right, we value the items on the left more.”
20
We all have different maps of the world
Rapport
‘Resistance is a sign of lack of rapport’ – NLP pre-supposition
‘Without rapport, you ain’t got much chance of effecting change’ – John Grinder
‘Rapport is being on someone
else's map of the world’
- NLP pre-supposition
What makes up our maps of the world?
Different world-views Different behaviours / meta-
programs • ? • ?
What makes up our maps of the world?
Different world-views Different behaviours / meta-
programs • Different cultures
• Different departmental priorities
• Different personal values
• Different education
• Different experiences
• Different skills
• Different beliefs
• etc
What makes up our maps of the world?
Different world-views Different behaviours / meta-
programs • Different cultures
• Different departmental priorities
• Different personal values
• Different education
• Different experiences
• Different skills
• Different beliefs
• etc
• Big picture or detail
• Extrovert or introvert
• Option or Process
• People or Activity
• Oral or Written
• etc
NLP bridging the divide to better communication
Rapport
World view World view
Ideas Language &
Behaviour
Ideas Language &
Behaviour Effective
Communication
The component
of the system
with the most
flexibility
controls the
system (Ashby)
Perceptual positions
2nd person Seeing, hearing and
feeling the situation
through the filters of
the other person
3rd person Seeing, hearing
and feeling the
situation through
filters of a
detached observer
1st person Seeing, hearing and
feeling the situation
through your own filters
The ability to ‘2nd position’ is a key life skill
(Gandhi story)
Exercise: role play – doing it to them or adding value?
PMO service stream Centralised command and control
Service model
Standardised reporting ‘You need to change to our template’
‘How could we standardise reports to save re-work’
Resources
‘We need you to fill in this spreadsheet to tell us which people will be working on which jobs on which days
Integrated plan ‘You have to use this template for your plans and tell us all your deliverables and dependencies’
Contingency & Change control
‘We need to approve all changes’
Assurance ‘We will be carrying out an audit of you’
PMs ‘All your PMs will be working for us’
How not Why
Ask How not Why (framing)
Why? How?
Why is the report late?
How can we get reports in on time in the future
Why is the project behind? How can we recover the project?
Why don’t we have enough resources?
How can we get more resources?
Why didn’t you do what I told you? How can I communicate with you better next time?
Why don’t you value the PMO? How could the PMO help you?
To Agreement
Chunking to agreement
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The secret to success is to find a ‘super-ordinate’ goal that both parties can sign up to
Be Diplomatic
‘Diplomacy is the art of telling people to go to hell in such a way that they ask for directions’
Winston Churchill
Summary
• NLP for PMO Practitioners is all about focusing on the behavioural competencies that enable you to become better equipped at building relationships across the organisation:
• Influence
• motivation
• communication
• conflict management
• persuasion
• The ‘soft skills’ that PMO practitioners regularly need to draw on in order to deliver value added services and functions to their organisations.
We help you to build PM capability
Consulting
• Building delivery capability
• Implementing PMOs
• Project assurance and recovery
• Establishing governance and portfolio management
• Maturity assessments and action plans
Training & Coaching
• Developing behavioural competences
• Master-classes in key topics such as:
• Stakeholder Management
• Change Management
• Governance & Assurance
• Executive coaching & support to Sponsors
• Certified programmes for Higher Apprentices in PM
Its good to talk Talk to me on +44 7764 319600
Skype: Dr.Peter.Parkes
Email me at [email protected]
Visit us at www.NLP4PM.com
Join LinkedIn Group ‘NLP for Project Management’
Twitter @ NLP4PM
LinkedIn: PeterParkesMBA
