“project and program health check (ph-check) delivers · pdf filecheck (ph-check)...
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. 2005 Prof. A. JaafariAsia Pacific International College
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Professor A. Jaafari, Professor A. Jaafari, ME, MSc, PhD, CPEng, FIEAustME, MSc, PhD, CPEng, FIEAust
President, Asia Pacific International CollegePresident, Asia Pacific International CollegeHonorary Research Professor, The University of SydneyHonorary Research Professor, The University of Sydney
““Project and Program Health Project and Program Health Check (PH-Check) Delivers Check (PH-Check) Delivers
Results”Results”Keynote Address to the Second International Conference Keynote Address to the Second International Conference on Project Management, 5 - 6 March 2006, Tehran, Iran.on Project Management, 5 - 6 March 2006, Tehran, Iran.
. 2005 Prof. A. JaafariAsia Pacific International College
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“You don’t hear things that are bad about your company unless you ask.”
-- Thomas J. Watson (1874-1956)
. 2005 Prof. A. JaafariAsia Pacific International College
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Theoretical construct Practical implications Assessment framework PH-Check software Conclusions
Presentation addresses:Presentation addresses:
TheoreticalTheoreticalconstructconstruct
PracticalPractical ImplicationsImplications
AssessmentAssessment FrameworkFramework
PH-CheckPH-CheckSoftwareSoftware
. 2005 Prof. A. JaafariAsia Pacific International College
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What is the Theory of Project Management?What is the Theory of Project Management?
“A construct that aids successful conceptualisation, planning, implementation & commercial realisation of projects, programs & organisations”
. 2005 Prof. A. JaafariAsia Pacific International College
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Are current PM theories working?Are current PM theories working? Major projects & programs fail frequently Current theoretical construct = normative thinking Projects/programs as emergent systems, better
studied as phenomena Risk, complexity, uncertainty and indeterminacy
prevalent Many methodologies gloss over the unknowns Risk management process is mechanistic
TheoreticalTheoreticalconstructconstruct
We tend to force dynamic phenomenaWe tend to force dynamic phenomenainto rigid normative structures!into rigid normative structures!
. 2005 Prof. A. JaafariAsia Pacific International College
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What is normative model?What is normative model?
Assumes universality of order, rational choice and intent
Objective, rational, technical, best practice…. Based on Taylor’s Scientific Management approach Nearly one century old; still dominant management
mindset The entire QA movement based on scientific
management In conditions of instability and chaos the application
of ‘best practice’ may cause failure!
TheoreticalTheoreticalconstructconstruct
. 2005 Prof. A. JaafariAsia Pacific International College
www.apicollege.comThe Cynefin* model – see The Cynefin* model – see www.cynefin.netwww.cynefin.net
(Kurtz & Snowden, 2003)(Kurtz & Snowden, 2003)
*. Pronounced kun-ev’in*. Pronounced kun-ev’in
OrderOrderUnorderUnorder
DisorderDisorder
TheoreticalTheoreticalconstructconstruct
. 2005 Prof. A. JaafariAsia Pacific International College
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Thesis advancedThesis advanced A complex project/program experiences all of the
states identified in the Cynfin model, e.g.- Plans aims to introduce order- As the project gets underway it descends into unorder
(uncertainties, complexities, indeterminacy kick in)- The PM team begins to intervene- Some learning takes place- New state emerges but not complete order- The PM team intervenes again and the cycle continues - With poor capability & incompetence, it may fall into disorder or
failure!
TheoreticalTheoreticalconstructconstruct
. 2005 Prof. A. JaafariAsia Pacific International College
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Influence Project Systemthrough Management of
Enabling Factors
Critical Success Factors/ Managerial Principles
Project as a DynamicSystem, time t1
Project as aDynamicSystem, time t2
Project as aDynamicSystem, time t3
Change Management ofEnabling Factors
Assess Project, t2
Assess Project, t3
Assess Project, t4
Project as a DynamicSystem, time t4
Influ
ence
Pro
ject
by
Cha
ngin
g M
anag
emen
t of
Ena
blin
g Fa
ctor
s
Asse
ss P
roje
ct, t
1 1
2
3
4
Projects as phenomena
TheoreticalTheoreticalconstructconstruct
. 2005 Prof. A. JaafariAsia Pacific International College
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What is the good of normative model?What is the good of normative model?
Gives newcomers a framework to relate to projects A set of tools that work in areas of “known” and
“knowable” Humans need organised rational models to get their
minds trained (lets call them idealised states)
TheoreticalTheoreticalconstructconstruct
. 2005 Prof. A. JaafariAsia Pacific International College
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many agents acting in parallel in an environment produced by its interactions with other agents in the system; because the agent is constantly acting and reacting to the other agents' actions, nothing in its environment is fixed
TheoreticalTheoreticalconstructconstruct Projects/programs as emergent systemsProjects/programs as emergent systems
((Holland, 2000)Holland, 2000)
. 2005 Prof. A. JaafariAsia Pacific International College
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control is highly dispersed, therefore any coherent behaviour there might be in the system has to arise from competition and co-operation among the agents themselves
TheoreticalTheoreticalconstructconstruct
(Holland, 2000)(Holland, 2000)
. 2005 Prof. A. JaafariAsia Pacific International College
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many levels of organization, agents at one level serving as building blocks for the next level up
TheoreticalTheoreticalconstructconstruct
(Holland, 2000)(Holland, 2000)
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constant rearrangement of the building blocks as a result of learning, experience, evolution, adaptation
TheoreticalTheoreticalconstructconstruct
(Holland, 2000)(Holland, 2000)
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all anticipate the future to some degree, making attempts at prediction on the basis of models of their environment
TheoreticalTheoreticalconstructconstruct
(Holland, 2000)(Holland, 2000)
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all have niches they can exploit, filling up one niche often opening up new ones that can be exploited
they never reach equilibrium
TheoreticalTheoreticalconstructconstruct
(Holland, 2000)(Holland, 2000)
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they can improve on some dimensions, but never optimize
TheoreticalTheoreticalconstructconstruct
(Holland, 2000)(Holland, 2000)
. 2005 Prof. A. JaafariAsia Pacific International College
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the richness of the interactions within the system allows the system as a whole to undergo spontaneous self-organization
TheoreticalTheoreticalconstructconstruct
(Holland, 2000)(Holland, 2000)
. 2005 Prof. A. JaafariAsia Pacific International College
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What is the use of all of these?What is the use of all of these?
Enables us to learn & re-engineer our approaches Actors to positively influence the project/program’s
(emergent system’s) state while recognising its changing nature
Success depends on the system’s state, actors’ insights & competence, time, and ability to receive feedback
System may experience a mixture of states Need tools to provide correct readings of the state of
the project
PracticalPracticalImplicationsImplications
. 2005 Prof. A. JaafariAsia Pacific International College
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Chief Success FactorChief Success Factor
Capability to understand & intervene in project, includes management of:- Complexity- Uncertainty - Risks
It needs:- Creative-reflective managers- Smart tools- Tailored practices
PracticalPracticalImplicationsImplications
. 2005 Prof. A. JaafariAsia Pacific International College
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Empirical Evidence, Global PM Studies, Empirical Evidence, Global PM Studies, University of Sydney, 2003University of Sydney, 2003
PracticalPracticalImplicationsImplications
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Capabilities and toolsCapabilities and tools
Managers must have:- transformative competencies to steer the project in real time- need tools for immediate feedback
Questions to ask: - Do we know which state the project is in?- Do we have the right capability in place?- Are we managing the project variables correctly?- Are any areas lagging behind?
PracticalPracticalImplicationsImplications
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Project Health Check (PH-Check)Project Health Check (PH-Check)
• Applies tools to answer the above questions, using a set of indicators
• Generates reports on actual capability, approach & distance to desired state
PracticalPracticalImplicationsImplications
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Focus of project health checkFocus of project health checkPracticalPractical
ImplicationsImplications
Project SuccessInfluenced by
Project Resources
Capabilities andManagerial Approach
Commercial & PhysicalEnvironment
Focus ofProject Health
Check
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Projectstatus
at time t1
Projectstatus
at time t3Projectstatus
at time t4
Project statusat time t5
Health of the Projectassessed at time t1by Project Health
Check
PH-Check ReportCard
(enabling factors)
Project progressestimated at time
t1 by projectmanager
Project ProgressReport (Cost,
Time, Quality,...)
Correlateenabling factors
& measuredresults
Interventionrequired?
Applyintervention Next
Assessment
Projectstatus
at time t2
Project Life Cycle
Yes No
Projectstatus
at time t0
PracticalPracticalImplicationsImplications
Assessment points vs. project life cycle
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Project health check assessment frameworkProject health check assessment framework
Two sets of interrelated criteria:o For assessing the project’s performance on business &
strategic fronto For assessing the project implementation efficiency and
effectiveness during delivery phase Measure how well project performs relative to its
class
AssessmentAssessment FrameworkFramework
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Criteria for business and strategic assessment of projectsCriteria for business and strategic assessment of projects
Customers and markets Financials Stakeholders Internal efficiency Technology Learning and Innovation Risks and Due Diligence
AssessmentAssessment FrameworkFramework
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Business assessment frameworkBusiness assessment frameworkAssessment Criteria Indicators
Level 1 (below average performance, within top 65% of its class)
Level 2 (average performance targets, within top 50% of its class)
Level 3 (above average performance, within top 30% of its class)
Level 4 (good to excellent performance within top 15% of its class)
Level 5 (outstanding performance, top 5% of its class)
Customers & Market
I1 I2 I3 I4 I5 I6 I7
Stakeholders I8 I9 I10 I11
Internal Efficiency
I12
I13 I14 I15 I16
Technology I17 I18
Learning & Innovation
I19 I20 I21 I22 I23 I24
Risks & Due Diligence
I25 I26 I27 I28 I29 I30
Financials I31 I32 I33 I34 I35 I36
AssessmentAssessment FrameworkFramework
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Governance and leadership Stakeholders management Business case Planning and control Team performance Management of change Management of risks
Criteria for implementation assessment of projectsCriteria for implementation assessment of projects AssessmentAssessment FrameworkFramework
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Implementation assessment frameworkImplementation assessment framework
Assessment Criteria Indicators
Level 1 (below average performance, within top 65% of its class)
Level 2 (average performance targets, within top 50% of its class)
Level 3 (above average performance, within top 30% of its class)
Level 4 (good to excellent performance within top 15% of its class)
Level 5 (outstanding performance, top 5% of its class)
Governance & Leadership
I1 I2 I3 I4 I5 I6 I7
Stakeholders I8 I9 I10 I11 I12
Business Case
I13 I14 I15
Planning and Control
I16 I17 I18
I19
I20
Teamwork Performance
I21 I22 I23 I24
I25
Management of Change
I26 I27 I28
I29
Management of Risks
I30
I31
I32
AssessmentAssessment FrameworkFramework
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Evaluating actual to target capability/approach Evaluating actual to target capability/approach
Customers and marketsFinancialsStakeholdersInternal efficiencyTechnologyLearning and InnovationRisks and Due Diligence
Governance and leadershipStakeholders managementBusiness casePlanning and controlTeam performanceManagement of changeManagement of risks
0 54321 Outsta
nding
(with
in to
p 5% )
Good
to E
xcell
ent
(with
in to
p 15%
)
Above
Ave
rage
(with
in to
p 30%
)
Near A
verag
e
(with
in top 50
%)
Below Ave
rage
(with
in top 65
%)
xx
xx
x
xx
xx
x
xx
x
Assessed Performance
TargetPerformance
TargetPerformance
Business & Strategic Criteria
Project Implementation Criteria
AssessmentAssessment FrameworkFramework
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Project/Program at
Time ti
Business & Strategic Assessment Project Implementation Assessment
IM6
IM5
IM4
IM3
IM2
IM1
BS6
BS5
BS4
BS3
BS2
BS1
BS7
IM7
BS35
BS34
BS33
BS32
BS31
BS36
IM45
IM44
IM43
IM42
IM41
IM46
Level of Practice
Met
rics
for L
evel
1
Met
rics
for L
evel
5
Met
rics
for L
evel
4
Met
rics
for L
evel
3
Met
rics
for L
evel
2
1 5432
Project Health Check
Criteria for Assessment
Enabling FactorsRepresented by Indicators
Managerial Process(applicable to eachfactor)
Met
rics
for
Leve
l 1
Met
rics
for
Leve
l 5
Met
rics
for
Leve
l 4
Met
rics
for
Leve
l 3
Met
rics
for
Leve
l 2
1 5432
Step 1 Step 6Step 5Step 4Step 3Step 2 Step 1Step 2Step 3Step 4Step 5Step 6
Metrics to assess thematurity of the actualpractice applied tomanage each factor ateach process step
Level of Practice
Project HealthCheck Report at
Time ti
Primary Variables for Assessment
PH-CheckPH-Check SoftwareSoftware
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Process to assess approach to each enabling factorProcess to assess approach to each enabling factor
Goals andTargets
Implementationand Monitoring Response
Planning
Identification
Statutory &Operational
Due DiligencePerformance
Analysis
1
5
6
2
4
3
PH-CheckPH-Check SoftwareSoftware
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The Assessment hierarchyThe Assessment hierarchy
Pro je c t /P ro g ra mA s s e s s me n t , t i
Crite ria
In d ic a to r
Pro c e s s S te p
M e tric s
A g g re g a t io n o fA s s e s s me n t
Re s u lt s
A s s es s me n tD ire c t io n
PH-CheckPH-Check SoftwareSoftware
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PH-Check ToolPH-Check Tool PH-CheckPH-Check SoftwareSoftware
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. 2005 Prof. A. JaafariAsia Pacific International College
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. 2005 Prof. A. JaafariAsia Pacific International College
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PH-CheckPH-Check SoftwareSoftware
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PH-CheckPH-Check SoftwareSoftware
. 2005 Prof. A. JaafariAsia Pacific International College
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PH-CheckPH-Check SoftwareSoftware
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PH-CheckPH-Check SoftwareSoftware
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Conclusions Conclusions
Major projects/programs are emergent systems Approach these as phenomena Success depends on capability & state of practice Tools needed to provide fast feedback PH-Check applies 68 indicators under 14 major
criteria Fast assessment enables intervention to steer the
project towards its goals It shows areas of weakness in capability & actual
practice
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