The impact of behaviour on

project delivery

Ann Cheung BEng CEng MICE MAPM PPMRC

Have you ever heard…

• we’re a process driven organisation;

• we don’t have the budget to do behaviour stuff;

• we can’t spare the time to go ‘off site’ for a day(s) and do behaviour stuff;

• do me a favour - behaviour stuff is just laa-laa.

Or alternatively:

• it’s all down to the behaviour;

• it’s just what we should be doing anyway.

Using RFs

I have used these buttons before?

1. Yes

2. No

1 2

61%

39%

Project success requires a blend of process and

behaviour

1. Strongly Agree

2. Agree

3. Disagree

4. Strongly Disagree

1 2 3 4

74%

0%0%

26%

When under pressure behaviour is

a ‘nice to have but not necessary’’

1. Strongly Agree

2. Agree

3. Disagree

4. Strongly Disagree

1 2 3 4

0%

41%

49%

10%

Successful projects focus on

behaviour

1. Strongly Agree

2. Agree

3. Disagree

4. Strongly Disagree

1 2 3 4

28%

0%

16%

57%

I think behaviour is a bit laa laa

1. Strongly Agree

2. Agree

3. Disagree

4. Strongly Disagree

1 2 3 4

2%

69%

27%

2%

I think the importance of behaviour

in project delivery is

1. 0%

2. 25%

3. 50%

4. 75%

5. 100%

1 2 3 4 5

0%

4%

25%

44%

28%

Common causes of failure

January 2012 NAO/Cabinet Office published agreed list of common causes of programme / project failure

• Lack of

• Clear link between project and organisation’s objectives

• Senior Management ownership and leadership

• Effective engagement with stakeholders

• Skills and proven approach to project management

• Project team integration, etc, etc

Any people-less projects?

The impact of behaviour

Is it being left to chance???

Why is that?

• it’s laa-laa

• it’s manipulative

• there’s no budget

• there’s no time

• don’t know where to start

How many behaviours have you

done today already? and why?

• Because you:

• wanted to; or

• had to.

• Reinforcement

• Local environment

B F Skinner

Science vs Psychology

• Science – what can

we see people

saying and doing?

• Psychology – what

are people thinking

and feeling?

There’s an

important

place for both

R&R, competence and behaviour

Everyone knows what

behaviours are…..

Collaboration

1 2

7%

93%

1. Yes

2. No

Trust

1 2

45%

55%

1. Yes

2. No

Honesty

1 2

51%

49%

1. Yes

2. No

Standing up

1 2

29%

71%

1. Yes

2. No

Starting to speak before the other person

has finished speaking

1 2

2%

98%

1. Yes

2. No

Pinpointing behaviour

How do we know what pinpointed

behaviours are required?

• What are the required results?

• What do you need each person to do? – pinpoint the desired behaviours

• What is each person doing at the moment?

• What can you do to make:- – desired behaviour more likely?

– undesired behaviour less likely?

• Create a suitable local environment

• Implement effective consequences

Influencing the local

environment

Project success requires a blend of process and

behaviour

1. Strongly Agree

2. Agree

3. Disagree

4. Strongly Disagree

1 2 3 4

75%

4%0%

21%

When under pressure behaviour is

a ‘nice to have but not necessary’’

1. Strongly Agree

2. Agree

3. Disagree

4. Strongly Disagree

1 2 3 4

9%

51%

23%18%

Successful projects focus on

behaviour

1. Strongly Agree

2. Agree

3. Disagree

4. Strongly Disagree

1 2 3 4

42%

4%

11%

44%

I think behaviour is a bit laa laa

1. Strongly Agree

2. Agree

3. Disagree

4. Strongly Disagree

1 2 3 4

0%

89%

9%2%

I think the importance of behaviour

in project delivery is

1. 0%

2. 25%

3. 50%

4. 75%

5. 100%

1 2 3 4 5

0% 0%

28%

54%

19%

I have learned something new from this

presentation

1. Strongly Agree

2. Agree

3. Disagree

4. Strongly Disagree

1 2 3 4

35%

0%

9%

56%

I have enjoyed this presentation

1. Strongly Agree

2. Agree

3. Disagree

4. Strongly Disagree

1 2 3 4

44%

0%0%

56%

Thank you

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12/10/2015 36