draft siemens presentation on change mgt · 2015-09-14 · ... executive managers, ... project...

What is it?

How do we achieve it? Meeting at BCS, 10 September 2015

Project Success

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© Barry Tuckwood Associates

Acknowledgements:

This is the result of research involving Independent Consultants,

Academics, Executive Managers, MBA Students and references from all

sectors.

I have tried to identify references where I know them and will amend and

update if I am advised of any necessary changes or additions.

Presented and facilitated by Barry Tuckwood with Kyle Bell

Agenda

Introduction – Why are we here?

What is Success?

Project Purpose and Benefits

Project Controls – the avoidance of failure

Success Criteria and Success Factors

Stakeholder Management

Conclusion

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This edited version of the presentation includes unattributed notes, on

new slides, from the syndicate discussions

Some slides in the later sections of the pack were not used directly;

much of the material was covered using other slides and the syndicate

discussions

Note that all photographs are © Barry Tuckwood unless otherwise stated.

Material may be used provided it is fully acknowledged and a reference

to www.tuckwood.co.uk is included

We are all here for

Enlightenment

http://www.tuckwood.co.uk/

Introduction Itay Talgam

Lead like the great conductors

TED Talks http://www.ted.com/talks/itay_talgam_lead_like_the_gr

eat_conductors?language=en

The Ignorant Maestro

ISBN 978-0-241-01485

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© Barry Tuckwood 2015 Two themes Don’t Mind The Gap

“The notes I can handle no better than many other pianists, but the

pauses between the notes – ah, that’s where the art resides”

Artur Schnable

An ignorant can teach another ignorant what he does not know himself

Jacques Rancière, The Ignorant Schoolmaster

http://www.ted.com/talks/itay_talgam_lead_like_the_great_conductors?language=en



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Definitions

Syndicate Discussion

What is a project?

What is success?

© Barry Tuckwood 2015

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Syndicate Output

What is a project? A defined job A change in state Objectives, budget set Beginning middle and end Something to be accomplished Dimensions – cost, time, function (what we’ll do) Benefits Risk and complexity that refines management Not “continue business”

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Syndicate Output What is project success?

Business value added with expectations met

Realises the benefits stated at the start

Whatever we define as the project

Achieved objectives

Sharing success – with the wider community

Achieving what we should have achieved in spite of the project

Was and should have been

Matched changes: drift and change control

Customer/Client/Sponsor satisfaction and expectation

Eye of the customer

Distinction of client and end user

All stakeholders

Project / measurability

Change management

A project is a temporary endeavour undertaken to

create a unique product or service

Turner and Muller

A project exists “to deliver beneficial objectives of

change”

PM Body of Knowledge; Yu, Flett and Bowers

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Definitions

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Do these define or describe success?

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Why do we have projects?

Market Forces

Legal obligation

Strategic objective

MD’s pet

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Project ends:

There will be learning outcomes

People leave and learning is lost

How do we deal with this?

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Syndicate Output Lessons and Learning

Don’t leave lessons until the end – do as you go along

Refer back to lessons

Link lessons to project environment

Ensure right culture: Growth mindset

Open culture

No blame culture Record near misses

Reflection and Preflection Imagine before to prevent

Ask: What can we do differently?

Learning

culture

People Process

What is Success?

Time

Budget

Quality

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But what about all those other things that count.....?

Defining Success

Syndicate discussion:

What is the project for?

What does it have to do or achieve to be a success?

Use your own projects

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Syndicate Output

What is the project

for?

What should it achieve?

Did it?

Retail on-line website

• Connectivity

• Aggregation

• Click and collect

• Meet customer

objectives

Yes

New routes for delivery

on time

• Implement new plans

quickly

• Enable next steps

To be continued

• Overseas technical

training

• Further education

• Facility set up

• Engage first group

• Provide legacy for

continuous

development

Yes

Criteria for success

Success factors

How do we measure

success?

What affects it?

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Need: Establish projects so that they do succeed

Consider

All stakeholders

Constraints

Controls

Communications

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Success Criteria and Factors

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SUCCESS CRITERIA SUCCESS FACTORS

TIME

HUMAN MANAGEMENT Team and Leadership

Project Manager

Communication

Stakeholder Management

COST

PROCESS Monitor and Control

Quality Management

Risk Management

Learning Organisation

Performance Management

QUALITY

ORGANISATION Scheduling

Planning

Organisation

Financial resources

Policy and Strategy

External environment

APPRECIATION BY

STAKEHOLDERS

CONTRACTUAL

TECHNICAL

Contracting

Contractor

Innovation PR

OJE

CT

SU

CC

ES

S

Wan Maimun Wan Abdullah and Ahmad Ramly

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Syndicate

Output

The Votes

Five votes per syndicate group Total

Votes

Ranking Reference survey ranking (as

on next slide)

Team and Leadership 8 1 1

Project Manager 0 2

Communication 7 2 3

Stakeholder Management 6 3 4

Monitor and Control 2 7= 8

Quality Management 3 5= 10

Risk Management 3 5=

Learning Organisation 0

Performance Management 0

Scheduling 0 6

Planning 5 4 5

Organisation 0

Financial resources 2 7=

Policy and Strategy 2 7=

External environment 1 10=

Contracting 1 10=

Contractor 0

Innovation 0

Success Criteria and Factors - Ranking

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SUCCESS CRITERIA SUCCESS FACTORS

APPRECIATION BY

STAKEHOLDERS

HUMAN MANAGEMENT

1 Team and Leadership

2 Project Manager

3 Communication

4 Stakeholder Management

MEETS THE REQUIRED

QUALITY

PROCESS

8 Monitor and Control

10 Quality Management

Risk Management



WITHIN BUDGET

ORGANISATION

6 Scheduling

5 Planning

7 Organisation

9 Financial resources

Policy and Strategy


WITHIN SCHEDULE

CONTRACTUAL

TECHNICAL

Contracting

Contractor

Innovation PR

OJE

CT

SU

CC

ES

S

Wan Maimun Wan Abdullah and Ahmad Ramly

Sources

Designers

Contractors

Who are the stakeholders

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An example – property development Admin Staff

Management

Site staff

Architect

Engineer

Surveyor

Designers’

Admin staff

Local

design files

Stock

control

National

standards

regulations and

specifications

Technical

Support

Design

software

Site

Contractor

Contract

documents

Specialist

designers

Suppliers

Manufacturers Authorised

bodies

Professional

bodies

Users

Customers Rent collectors

Retailers

Shop fitters

Local

Authority Letting

Agents

Maintenance

Companies

The

Developer

© Barry

Tuckwood

Who are the stakeholders?

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Discussion

Launch a pet food advertisement

Launch a new holiday

Create a new toothpaste

Most projects are carried out with

incomplete success criteria

Do these matter? Organisational goals

Stakeholder Satisfaction Happy designers

Happy end users

Happy customers

Happy financiers

Happy suppliers

Repeat work

Community acceptance

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Inherent Subjectivity

Who defines success?

How will they know when the

project succeeds?

How can we help the clients

define success?

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Measuring Success?

Model for predicting clients' contribution to project success

ABSTRACT

Five predictive attributes were identified:

Client sets down project objectives clearly

Client is credit worthy

Client does not contribute to project complexity

Client is not litigious

Client trusts project team members Eng Hwee Lim* & Florence Yean Yng Ling† *KPK Quantity Surveyors,

Singapore, and †Department of Building, National University of Singapore, Singapore

Copyright 2002 Blackwell Science Ltd http://www3.interscience.wiley.com/journal/120133060/abstract?CRETRY=

1&SRETRY=0

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Project Controls

The beginning

Organisation for projects

Planning

Cost, Quality and Time

The end, handover

What next?

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Project Stages

PRINCE2

Clear beginning

Clear objective

Significant steps

Conclusion

Project Closure

And then? Is this success?

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Why do initiatives fail?

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The Bathtub Curve

© Barry Tuckwood 2015

Plenary

Recognising Failure

The Causes

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A typical project:

Project Plan Install Hardware

Install Software

Train staff

Job Finished

Result: Failure Why?

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The Bathtub Curve

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Stakeholder Satisfaction

Staff requirements not met

Supplier Needs not considered

Customer expectations not identified

Quality – Lost

Changes – added but not fully considered

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Example - Create a web site

Talk to the stakeholders

Create a wish list

Determine What is possible and included

What is possible for another project

What is impossible at reasonable cost and time

Agree actual scope

Agree who will look after it on completion

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Why this helped

Everyone Agreed the requirement

Appreciated the benefits

Could see how it affected them

Could see what they had to do

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Seven Silos

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From the Case Study prepared by David Heyes, Wigan MBC, for the Valuebill Starter Kit April 2005.

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Joined up thinking

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From the Case Study prepared by David Heyes, Wigan MBC, for the Valuebill Starter Kit April 2005.

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Adapted, Baccarini, D. (1999). The logical framework method for defining

project success. Project Management Journal , 30 (4), 25-32.

and

http://www.epossociety.org/epoc2012/papers/farinde_sillars.pdf

Project Product

Success Project Management

Success

Goal

Project Success

Purpose Outputs Inputs

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Success

Dealing with Project Changes

Project

Initiation

Planning the

Project’s

Scope

Defining the

Scope

Change

Control

Confirming

the Scope

Project

Completion

Adapted from

Asadullah Khan

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If the Sponsor agrees to a change in the project,

are there also changes to the success criteria?

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Why do initiatives appear to fail

Goal Changes:

“Plans are nothing, changing plans is everything:

the impact of changes on project success”

Dov Dvir, Thomas Lechler; Elsevier Research Policy 33 (2004)

1–15

(Title of paper)

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Key steps for success

Organisation – for the

outcomes and for the

project

Ambition – certainty

regarding expectations

Decision making –

authority and delegation

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© Barry Tuckwood

Conclusion – Ten Top Tips

Be selective: choose the best

projects

Identify an owner and sponsor

Engage stakeholders

Define and Maintain but Review the

goal

Be clear about the purpose: agree

the expected benefits

Recognise the risks, constraints

and conditions

Be clear on how success is

measured and why

Plan

Resources: Best People and Right

Skills

Communicate continuously

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1 Team and Leadership

2 Project Manager

3 Communication

4 Stakeholder Management

8 Monitor and Control

10 Quality Management

Risk Management



6 Scheduling

5 Planning

7 Organisation

9 Financial resources

Policy and Strategy


Contracting

Contractor

Innovation

Summary

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R Max Wideman

www.tuckwood.com


Requirements for project success are subjective,

multi-dimensional and potentially dynamic

throughout the life of the project.

Projects may be partially successful when not all the

original goals are satisfied if the main sponsor and

stakeholders are satisfied with the outcome.

Success requires a clear goal, regular reviews, the

right people, and being ready for changes.

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Checklist

Definition of success

Confirm buy-in

Agree strategy for engagement with the key stakeholders

Meaning of value from the stakeholders

Risk Log, Issue Log Identify the key ones for the stakeholders

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Barry Tuckwood with Kyle Bell 10 September 2015

draft siemens presentation on change mgt · 2015-09-14 · ... executive managers, ... project...

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