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The P-Word – the role of politics in project management
APM EVENT
17 SEPTEMBER 2013
KEVIN PA RRY, D IRECTO R, CO G EN IC HO N G KO N G
COPYRIGHT COGENIC HONG KONG LIMITED 2013
What do we mean by politics?
COPYRIGHT COGENIC HONG KONG LIMITED 2013
Politics is the exercise of power, by an individual or group
It can be overt or covert
It can be a positive or negative influence in projects
Culture
THE WAY THAT AN ORGANISATION WORKS THE THINGS WE TAKE FOR GRANTED
COPYRIGHT COGENIC HONG KONG LIMITED 2013
More about culture
CULTURAL NORMS
We value harmony
You have to be seen to be part of the team
It doesn’t pay to ask too many questions
The boss likes to see you working hard all the time
We always eat together
It’s OK to be sending email or text messages in meetings but not to be late
MODEL OF CULTURE: EDGAR SCHEIN 1990
COPYRIGHT COGENIC HONG KONG LIMITED 2013
Corporate culture and politics
Politics is about the way that power is exercised and by whom
So culture determines what is acceptable behaviour to those in power
It reinforces ideas, feelings and beliefs
It has a powerful effect on performance and adaptability to change
It affects motivation, communications and reward systems
So what does this mean for project and programme managers?
COPYRIGHT COGENIC HONG KONG LIMITED 2013
Negative politics and the effect on projects
UK Health Service example UK Health Service example UK Health Service example UK Health Service example NpfitNpfitNpfitNpfit
Objective widely supported, but change method was top-down and centralised
Organisation power structure is decentralised through medical profession
Insufficient research into existing investment and projects in Strategic Health Authorities
Resistance, technical problems
LessonsLessonsLessonsLessons
Motives
No buy-in by powerful stakeholders
More haste, less speed
Poor contracting process
Multi-sourcing strategy
Accountability - hard to stop when careers depend on delivery
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Result Result Result Result HK$14B HK$14B HK$14B HK$14B write offwrite offwrite offwrite off
Positive politics
Portfolio Change Programme in Global TelcoPortfolio Change Programme in Global TelcoPortfolio Change Programme in Global TelcoPortfolio Change Programme in Global Telco
CEO-led change
Initially cost-driven but became a search for opportunity
Change seen as critical to survival
Directors saw this as career opportunity
Talent became easier to attract
Problem was to find quick wins to keep political alliance support
LessonsLessonsLessonsLessons
The CEO leadership gave the programme credibility and urgency
Instilling a sense of pride in what we were doing increased support
Linking the delivery of new products to the ambitions of senior managers
Keeping the momentum
Show that support pays in the short term –people need confirmation of value to them
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Result Result Result Result was multiple new revenue streamswas multiple new revenue streamswas multiple new revenue streamswas multiple new revenue streams
The importance of the Sponsor
Guide to managing the political landscape
Encourages openness and dialogue
Provides support to the project manager and opens doors
Uses political influence to build and maintain momentum for the project
Takes ownership for the benefits but stays objective
COPYRIGHT COGENIC HONG KONG LIMITED 2013
Why politics is becoming more important to the project manager
International working
• Multi-national teams
• International importance of major projects
We are more inter-connected then ever
• Mobility
• Social Media
• IT Dependency
Complexity
• Scale of investment
• Complexity of objectives
The legacy of the 2008 financial crisis
• Risk aversion
• Power divide
Resource scarcity
• Labour
• Land
Changing influences
• Political alliances
• Competition in Asia
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What the profession can do
SOME SUGGESTIONS FOR USING POLITICAL POWER TO YOUR ADVANTAGE
Communicate often and follow up when you do
Listen carefully, but don’t gossip
Give and ask for favours sparingly
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Be honest about your personal agenda –emphasize what you share and be authentic in your dealings with others
Take time to understand the perspective of influential stakeholders
Work with other cultures and organisations if you can
Be aware of your own political approach – learn how to influence and persuade more effectively
Use the political power of your sponsor but don’t abuse his power or yours
And finally…
COPYRIGHT COGENIC HONG KONG LIMITED 2013
“Entrepreneurs are simply those who understand that there
is little difference between obstacle and opportunity and are
able to turn both to their advantage.”
Niccolo Machiavelli, The Prince