managing relationship risk in projects - pmi queensland chapter meeting - november 2008

Project Management InstituteQueensland Chapter

Welcome to theNovember 2008

AGM / Chapter Meeting

Making project management indispensable for business results ®

Project Management InstituteQueensland Chapter

November 2008 presentationManaging Relationship Risk in Projects The presentation …

… highlights the need for effective management of relationships in projects. It covers relationships from a risk management perspective and shows how to develop a rigorous planned approach that will impact on delivery outcomes through effective group dynamics; interface management and good leadership methodologies.

Graham Scott … … is an Organisational Psychologist with Masters qualifications. Prior to

studying Psychology Graham worked in the Construction Industry at trade and Management levels. For the past thirteen years Graham has being working in Projects mostly in recovery around “communication” and “people issues”.

OrgConsulting.com will be the proud sponsor of a Bar Tab for the November 2008 Chapter Meeting

MANAGING MANAGING RELATIONSHIPSRELATIONSHIPS

IN PROJECTSIN PROJECTSA RISK PERSPECTIVEA RISK PERSPECTIVE

GRAHAM SCOTT GRAHAM SCOTT Ba.App.Sc. Dip.Psych.Ma.Org.PsychBa.App.Sc. Dip.Psych.Ma.Org.Psych

ORGANISATIONAL PSYCHOLOGISTORGANISATIONAL PSYCHOLOGIST

NEED FOR CHANGENEED FOR CHANGE

PROJECT LOSS IN HARD PROJECT LOSS IN HARD DELIVERABLESDELIVERABLES

LACK OF UNDERSTANDING OF LACK OF UNDERSTANDING OF IMPLEMENTATIONIMPLEMENTATION

ACKNOWLEDGEMENT OF “PEOPLE ACKNOWLEDGEMENT OF “PEOPLE ISSUES”ISSUES”

TIMES – THEY ARE A CHANGINTIMES – THEY ARE A CHANGIN

CURRENT REALITY / CURRENT CURRENT REALITY / CURRENT PARADIGMPARADIGM

Lack of an in depth understanding of Lack of an in depth understanding of Relationship/process management or Relationship/process management or systems approachsystems approach

Lack of an approach to Lack of an approach to Relationship/Process Mgt Relationship/Process Mgt

No one accountable or takes responsibilityNo one accountable or takes responsibility No Structure - Hit & missNo Structure - Hit & miss Not based on sound principles of human Not based on sound principles of human

behaviourbehaviour No understanding, assessment or No understanding, assessment or

management of riskmanagement of risk Failure to understand process management Failure to understand process management Untrained / Unqualified “experts” Untrained / Unqualified “experts”

BLUEBLUEGREENBLAC

KRED

BLUEBLUEGREENBLAC

KRED

REDREDBLACKGREENBLUE

TREATMENT AS RISKTREATMENT AS RISK

TIME

IMPACT ON PROJECTOUTCOMES

Severe Damage

Symptoms & Damage

Latent Conditions

Latent conditionsLatent conditions Clarity of: expectation; outcome; contract; role; etc.Clarity of: expectation; outcome; contract; role; etc. Potential for “dysfunctional group dynamics”Potential for “dysfunctional group dynamics” Complementarity of non-functional behavioural Complementarity of non-functional behavioural

preferencespreferences Individual differences – assumptions – governing Individual differences – assumptions – governing

values – belief system – personalityvalues – belief system – personality Clash of cultures - cultureClash of cultures - culture ProximityProximity Existence of a safe team environmentExistence of a safe team environment Existing levels of trustExisting levels of trust Level of process – relationship skills Level of process – relationship skills Project structure Project structure Contract typeContract type Interface alignmentInterface alignment

Symptoms and DamageSymptoms and Damage

Increase in “mail”Increase in “mail” Adversarial languageAdversarial language Delays in responses to questionsDelays in responses to questions Poor resolution of issuesPoor resolution of issues Expressed dissatisfactionExpressed dissatisfaction Slippage in all or most “hard” KRAsSlippage in all or most “hard” KRAs Noticeable decline in moraleNoticeable decline in morale Minor “niggling” conflictsMinor “niggling” conflicts Unresolved “personality clashes” or dysfunctionalUnresolved “personality clashes” or dysfunctional differences of opiniondifferences of opinion Hallway / car park conversationsHallway / car park conversations

Severe damageSevere damage

LitigationLitigation““Good” people leavingGood” people leavingSubstantial losses in hard KRAsSubstantial losses in hard KRAsIndividual stress related issuesIndividual stress related issuesAnother “Colombia” or Another “Colombia” or

“Challenger“Challenger

FUTURE????FUTURE????

Experts input to risk Experts input to risk management in specific area of management in specific area of expertiseexpertise

A Planned ApproachA Planned ApproachRecognition of Psychological RiskRecognition of Psychological Risk

Project Management InstituteQueensland Chapter

Thanks for coming

Enjoy the Networkingat the bar OrgConsulting.com will be the

proud sponsor of the Bar Tab for the November 2008 Chapter Meeting