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