Date post: | 12-Jul-2015 |
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Those able to combine excellence in tactical project implementation with alignment to wider business strategies successfully complete projects 90 per cent of the time, compared with just 34 per cent for those organisations that fail to focus on this.PMI, 2013
“
Lindsay Scott
Director at Arras People
UK’s programme and project
management recruitment and
careers specialist
PMI’s PM Network Career
Columnist
Co-editor of the Gower Handbook
of People in Project Management
It’s the people who
make the projects
And it’s the projects
that implement
the strategy
Simple right?
Why are we still struggling to deliver
projects that deliver strategic outcomes
successfully?
Execute strategy and getthings done
Translates strategy dictatedfrom above
Carucci and Hansen 2014 – Rising to Power, The Journey of Exceptional Executives
Position the firm, finance it,choose and develop its leadersand secure its future
Mechanics of project management
The real problem?
C Level PMgmt?
Connect atall three levels
Informationup and down
Talent | Skills | Networking |
Careers | Learning | Promotion |
Style | Competencies | Roles |
Organisations | Practitioners |
What organisations want in their
project managers
Why talent management plays a
big part
Talent Management?
anticipation of future needs and planning to meet those needs
recruitment, retention,
development and reward
and making people
perform better
1
2
*PMI 2013 Pulse of the Profession
97%of organisations think project management is critical to business performance
94%of organisations think project management enables business growth
*PMI 2013 Pulse of the Profession
Yet only
54%of organisations
fully understand
the value of project
management
and its no coincidence that
success rates are falling again
*PMI 2013 Pulse of the Profession
*PMI 2013 Pulse of the Profession
What is a "high performing" organisation
in project management?
*PMI 2013 Pulse of the Profession
What is a "high performing"
organisation in project management?
• mature project management
• mature programme management
• mature portfolio management
• mature benefits realisation
• high organisational agility
*PMI 2013 Pulse of the Profession
What is a "high performing"
organisation in project management?
• standardized practices
throughout the organisation
• active project sponsors
• certified professionals
*PMI 2013 Pulse of the Profession
Talent Management in High
Performing Organisations
Formal development processes
Ongoing training
Defined career path
*PMI 2013 Pulse of the Profession
Formal development processes?
Processes to mature the
organisation's practices
Processes to develop the
practitioner's competency
AND
"How many people here have undertaken a competency skills assessment through your place of work?"
Ongoing training?
Technical project management
Leadership
Strategic and business management
Functional management
Behavioural management
Career management
Coaching and mentoring
Direction
A defined career path?
Organisation
Sector
Domain
Professional body
Marketplace
You?
Project Managers in
Organisations
What else makes a difference?
Working Within an Organisation:
1. Organisational politics
*Political Skills at Work 2005 University of Florida
or playing “politics in a positive way”
Four distinct practices leaders can use to harness the positive effects of political skill
How it works managing project
teams
Social awareness
Understanding individual and team norms – beliefs, values, expectations
What makes the team unique?
Interpersonal influence
How would you characterize your current relationship with your team?
Opportunities to engage individuals and the team
Networking
Identify key stakeholders within the teams – most influential, connected, respected
Who is less connected but has untapped expertise / knowledge?
Sincerity
How open and transparent are you in your team communications?
What level of trust does the team have?
What are the causes for that level of trust?
Internal Networking
Expand your influenceBroaden business acumenPaying attentionWell-connectedVisibilityFit company culture
Why Do It?
REPUTATION
Where:
Your boss
Other leaders
Other PMs
Others outside your role Your project team:
Learn about your new team
Praise your team members in
other meetings
Cross-functionally:
Ask for advice and counsel
Reciprocate
Organisational Network Analysis (ONA)
Partnership alliances
Organisational
Network Analysis (ONA)
Working Within an Organisation
2. Senior leadership
*Carucci and Hansen 2014
• Ability and desire to learn• Who grasp and integrate the entirety of the business rather
than only their own division or speciality• Who develop soft skills to form relationship of care and trust• Who forge character to anchor them through difficult decisions
Working Within an Organisation
2. Senior leadership
*Carucci and Hansen 2014
• Dedicate yourself to a personal mission and path• Know where you are heading and why
• Don’t lurch at any opportunity• Instead acquire the right experience, wisdom and
relationships
Working Within an Organisation
2. Senior leadership
*Carucci and Hansen 2014
• Deliver on your commitments and demonstrate character
• Show discretion, humility, honesty, transparency and trust
• Set high expectations of fairness
• Show you care about your team members
Senior Leadership Traits
*Carucci and Hansen 2014
• Clear understanding of their company and industry• They listen and incorporate others ideas into their actions and decisions• The communicate well and with passion• They manage complicated situations• They confront problems instead of ignoring or avoiding them• Develop confidence and self-awareness to trust their instincts
• Disciplined to verify hunches with data and evidence
• Pay attention to governance
Lack of governance leads people astray, makes for porous boundaries and fights against alignment and prioritization
Delivering programmes and projectsinline with organisation strategy
• Good project management
• Appreciation of the business
• Advanced management skills
• Leadership
MuitoObrigados!
Algumadúvida?
Lindsay ScottArras Peoplewww.arraspeople.co.uk