Should Board of Directors Include a PO - Chief Project Officer - By Hazem Zeitoun - iCompetences...

7/29/2019 Should Board of Directors Include a PO - Chief Project Officer - By Hazem Zeitoun - iCompetences PPM2013

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Experience from Jordan

The Arab Spring PPM

Stories by Jordanians



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English or French



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PMDProV2.112012GenomeTC

Presenter

§ Co-Funder of Genome T&C§ Experience in Pharma, NGO,IT, Tourism, Auto-industry & Engineering

• Dr. Hazem Zeitoun

• MBA, PMP®, PMD® Pro 1&2• President of PMI-Jordan Chapter



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PPM 2013 –Casa -Morocco



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Reflection on Reality

• Real stories from around the region

– Link between Corporate Strategy , Programs , Projects

• Do they really Have a strategy ?

• Who calls the shots

– Value of having PMO or not ?!

– What about having a CPO



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Three types of organization

Those that make things happen

Those that watch things happen

Those that wonder what happened



Stories from around the region

Industry : Pharmaceuticals

Business :Distribution & Manufacturing

Revenues : 1 Billion €, peak performance

Issue : Drop of 20% for 3 yrs in a row

Assignment: Find the problem and fix it




• Projects and programs keep popping up to add to the portfolio

– Pursued , dropped … picked up again , pursued and oftendropped , again

• Vision is there but no clear strategy

• Seems to be a collaborative methodology

• Strategy proposed

– Streamlining PPP to align with Strategy

– Walk still - New Projects and programs pops up that are not inline , but who really knows??, advise or can decide ?

Func&onal




Industry : Oil & Gas

Business :Systems Integrators

Revenues : 100 Million $, Growing 25% y/y

Issue : Profitability only 4-5%

Assignment: Suggest a fix & help implement




•

• Delays , delays and delays• Silo Approach

• Erroneous Estimation for manpower, procurement, duration,etc.

• Technically V. sound• To address profitability

– Diversify portfolio and take on even larger projects (EPC)

– Restructuring , New systems , policies and procedures

Projec&zed




Industry : Telecommunications

Business : Mobile operator &ISP

Revenues : 1 Billion $, Growing 20% y/y

Issue : Competition gaining on them

Assignment: Train PM and Identify problem




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• Now establishing 2.5 G, while they should be doing LTE – Still needs 2 more years to fully developed and deployed the 2.5 G

– Solid investment in CDMA ?

• Silo approach

• Behind competitors in new services• Still Expanding the portfolio rest as silo approach

• Highly Qualified Project Managers , but ??

Matrix




Industry : Real Estate

Business : Alum. Manufacturer

Revenues : 150 Million $, Growing 30% y/y

Issue : Uncontrolled growth , Cannot cope

Assignment: How to cope




• Acting like a contractor for mega projects

• 3 manufacturing Locations/Countries• 40% form individuals , 60% mega projects

• Offer highest quality craftsmanship but suffer of constantchanges in requirements and priority shifting

• How many PM they have ??? – One and Recently transferred to over see a mega project in

another country

Projec&zed




Industry : Mining

Business : Making Serious Money

Revenues : 1 Billion $, Profits 500 million $

Issue : Supply & Demand & Competition

Assignment: Get me out of here




• Keeps adding to the portfolio, so they can make even

more serious money – Some additions are total disaster

– Some more successful

– A lot of cash ( self finance everything )

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4 different departments deals with projects – Maintenance , Expansion , New projects , Engineering

• Army of PMs

Matrix-Projec&zed



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So what do you think is common ?



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Current Organization DNA

• No proper Linkage to Strategy

• No PPM of any kind

• Alice in Wonderland

• Fire Fighting culture

• No PPM severely affecting ROI

• Accountability is lost

• Practically, is there a strategy ?

• Technical decides, engineering build , PMOnods



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Current Organization DNA

• Prioritization is absent

• No PPM of any kind

• They don’t want to be Alice in Wonderland

• Each Department has own methodology

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No proper PPM• Weak synergy as end result

•



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So what is lacking here ?

• Absence of PMO ?

• If there is a PMO , what is the role ?

• Do they Need a PMO ?

• PPM handled by the C-suite , The CAPEX

– CEO,CFO,CTO,COO, CIO, CMO



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LeadSelect /Cancel

Align & Deliver Value

Improve Develop

Who is taking care of ?Across the organization

Oversight/Governance

Make theconnection

Prioritize

Risk , balanceportfolio

Objectives met

M&CContinuouslydrive it acrossorganization

EnvironmentSkills,

Enterpriseresources



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Change ?

• New DNA? – Culture

– Decision making

– Systems

– How things are viewed and done

when it comes to PPP



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Evolutionary or Revolutionary ?

1.Developmental change- Tweaking the system or process

• improvement of an existing situation ( New policy , new process)

2.Transitional change- Restructuring, reorganizing

• Implementation of a new state: management of the interim transition stateover a controlled period of time

3.Transformational change

- New vision, new mission, new values• Emergence of a new state, unknown until it takes shape out of the

remains of the chaotic death of the old state: ( New company )

• Time period not easily controlled

Source: Ackerman



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The Human Side-Part I



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The Human Side-Part II



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The Technical Side-Part I



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The Technical Side-Part II



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What Change is needed ??



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The Orchestrator

Ensure orchestra is performing well

All programs and projects

Human capitalProvide Direction

Synergy

Avoid the double whammy



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The Integrator

Have the right attitude and the right knowledge

• Governance• Organization capacity & Resources allocation• Ensure PPM objectives are met

• Ensure linkage to strategy

• Avoid the nightmare• Aggregate risk



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The Chief Project Officer , is it the time ?

• Role of CPO /CP3O

– Understands ROI

– Take the tough decision about what to do , not to do or

kill – Part if the C-suite , The expert advisor

– Project corruption, The connection for the C-suite

– The more Objective Voice of Knowledge



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LeadSelect /Cancel

Align & Deliver Value

Improve Develop

Who is taking care of ?Across the organization

Oversight/Governance

Make theconnection

Prioritize

Risk , balanceportfolio

Objectives met

M&CContinuouslydrive it acrossorganization

EnvironmentSkills,

Enterpriseresources



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Who fill the position ?

• Individual • Head PMO



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Is it time to have Chief Project Officer (CPO)

Yes

No

Not sure



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Thank you for agreeing with me



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Sustaining Momentum

Sustaining

Momentum

Providing Resource for Change

Building a Support Systemfor Change Agents

Developing NewCompetencies and Skills

Reinforcing New Behaviors

Staying the Course



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If A + B + D > Z, then C

C = Change

A = Dissatisfaction with the status quo

B = Knowledge about first practical steps

D = Shared vision of the future

Z = Costs of change (economic, psychological)

Change Equation

Adapted from Richard Beckhard’s Change Equation

C= f (A+ B + D) > Z



Visions of Change “West – East”

• Linear

• Progressive

• Destination oriented

• Based on creatingdisequilibrium

• Planned and managed bypeople who are separatefrom and act on things toachieve their goals

• Unusual, because everythingis normally in a quasi-stationary or static state

• Cyclical

• Processional

• Journey oriented

• Based on maintainingequilibrium

• Followed by people who areone with all and must actcorrectly to maintainharmony in the universe

• Usual, because everything isnormally in a continuallychanging dynamic state

OR

“Lewin Meets Confucius: A Review of the OD Model of Change” (Robert Marshak)

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Should Board of Directors Include a PO - Chief Project Officer - By Hazem Zeitoun - iCompetences...

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