cuna leadership teamaccelerating your speed-of-execution as well as your agility to seize new...

Executional ExcellenceBuilding Your Project Management Toolkit Mollie Bell, chief transformation and engagement officer

Disrupt yourself before you are disrupted“Business disruption…is not just a passing trend, it’s the new normal. One key to surviving in a world of disruption, is to change the game internally. This requires accelerating your speed-of-execution as well as your agility to seize new opportunities. When a company can do both, it goes from just surviving to thriving.”

Forbes, Apr 3, 2013

Executional Excellence: difficult, but keyA recent survey of more than 400 CEOs found that executional excellence was the number one challenge facing leaders, heading a list of roughly 80 issues, including innovation and top-line growth

A fundamental definition

Execution• By the book: the carrying

out or putting into effect a plan, order, or course of action

A fundamental redefinition

• Execution• In coordination and

collaboration with functional units of the organization, the ability to seize opportunities

The big pictureThree global truths for success

(1) Culture• An organization's true

values reveal themselves when teams make hard choices

• Incentives based narrowly on execution can have a negative impact on behaviors (heard of WF?)

• Reward good judgment, agility, teamwork and collaboration, and smart risk-taking

An organization’s values drive decision making

(2) StrategyThe organization must have a clear strategy and strategic discipline

• Strategic objectives must connect to the overall organizational strategy

• Strategic objectives must be clearly articulated but, more importantly, understood by management and staff

• Organizational priorities must connect – to the strategic plan, to each other – and teams must be able to connect the dots

(3) Adaptability• A lack of agility is a major

obstacle to effective execution

• Many organizations either react so slowly that they miss fleeting opportunities or fail to mitigate emerging threats

• Organizations struggle to divest or exit business lines or initiatives quickly enough to effectively reallocate resources to more strategic efforts

Even the best plan will not anticipate every event or risk

Do not invoke agility as an excuse to skip planning or chase every opportunity that crosses your path

PM 101

AssessDefine (initiate

and plan)Execute Stabilize

Change Management & Culture Development

Strategic Priorities

Forces of change

Value Chain

Project Definition• Business modeling• Operating modeling• Roadmap

development• Business case

development

Portfolio Management• Methods• Tools/Templates• Quality controls• Financial support• Governance• Project resourcing

Project Implementation• Project change

management• Execution focus• Program

management• Project management• Business analysis

Portfolio Governance Project Definition Project Implementation

The nuts and bolts

Sponsors/ Executives

Strategy, Culture

Portfolio Leader (PMO)Allocate Resources,

Prioritize, Track Globally

Project and/or Program Teams (Project Experts + Business/Functional

Leaders)Assess, Propose, Plan, Deliver

Enterprise Management

Portfolio Management

Project Management

Additional definitions

• Project = Change• A temporary endeavor undertaken to create a

unique product, service or result

• Project Management = Managing Change• The application of methods, tools, and

discipline to initiate, plan, execute, and control the work of a team to achieve stated objectives and to reduce risk to an organization

Business Impact

• It’s more about business impact and outcomes than scope, schedule, budget

• Measure business case delivery

schedule

budget

scope

Assess: a cost-benefit analysis

Impact ModelProject Name: Start Date: End:

High Level Objectives:1. 2. 3.

Key Milestones:1. 2.3.4.…

Market (external) Impacts:1. 2.3.4.…

Employee (internal) Impacts:1. 2.3.4.…

Change Mgt Plans:1. 2.3.4.…

Market risks & severity of impact: Market risks & severity of impact:

Project set-up

The power of threePeople

Process Technology

Solution

Change one component and the others are affected

Change Transition CurveFocus on Environment

Focus on Self

Past FutureLetting Go Building Commitment

Navigating

DenialResistanceFrustrationAnger

ResistanceConfusion

ExplorationHope

CommitmentExcitementEnthusiasm

Communicate

ClearlyConsistentlyConstantly

• Help people through the neutral zone with communication that emphasizes connections

• Think through the "4 P's" of transition communications: The purpose: Why we have to do

this The picture: What it will look and

feel like when we reach our goal The plan: Step-by-step, how we

will get there The part: What you can (and

need to) do to help us move forward

If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.

Quoted from The Five Dysfunctions of a Team, Patrick Lencioni

Questions?

Cite: HBR

Why Strategy Execution Unravels—and What to Do About ItBy Donald Sull, Rebecca Homkes, & Charles Sull | March 2015

mbell@cuna.coop

608.231.4224 (o)

@MollieBellCU

appendix

Don’t confuse the P’sProject Mgmt

Program Mgmt

Portfolio Mgmt

Why? Reduce risk to the org; deliver outcomes

Reduce risk to the org; deliver outcomes

Optimize scarceresources and enable risk reduction with governance

How? Plan, organize, report, and deliver

Coordination of multiple projects to deliver a shared objective

Capacityplanning, portfolio reporting, and benefit tracking

Who? Outcomes-driven change driverwith goodjudgment and leadership

Outcomes-driven change driverwith goodjudgment and leadership and“customer-relationship” skills

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