integrating prince2® and msp™ at the vietnam academy of social science arnaldo pelleni

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Integrating PRINCE2® and MSP™ at the Vietnam Academy

of Social Science

Eddie Borup, ibp SolutionsArnaldo Pellini, Overseas Development Institute

International Congress for Programme, Project and Risk ManagementLondon, 10th-11th February 2009

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1) Some information on Vietnam and the Vietnam Academy of Social Sciences

2) A strategic approach to change management

3) Cultural challenges4) Conclusions

Content

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1)Vietnam and VASS

Vietnam and VASS

Strategic approach

Challenges Conclusion

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• 1000 staff/researchers

• 29 research institutes

• 4 departments

• Ca. 350 projects/year

• Involved in legislative process(Insert picture of VASS)

1)Vietnam and VASS

Vietnam and VASS

Strategic approach


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1)Vietnam and VASS

Vietnam and VASS

Strategic approach


Types of Projects

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1)Vietnam and VASS

Vietnam and VASS

Strategic approach


Types of Projects

• Institutional

• Ministerial

• State

• Private/external/foreign

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Our questions?


• Is VASS research having an influence on policy making in Vietnam?

• How can VASS know?

• How does VASS know they are conducting the right research, at the right time, and in the right sequence?

Vietnam and VASS

Strategic approach


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Vietnam and VASS

Strategic approach


Storytellers

Engineers

Networkers

Fixers

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Vietnam and VASS

Strategic approach


If we can accept that each Institute is running a multitude of projects/work packages and these should all be contributing towards the Goals of the Institute....

• Then VASS might be a portfolio of Programmes

• Each Institute/Centre a Programme

Could MSP™ be used to “run an Institute”?

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Vietnam and VASS

Strategic approach


Concept

ProjectManagement

VASS PortfolioManagement

Review

Concept

Review

Review

Identifying a Programme

Defining a Programme

Managing theTranches

Running a Programme (Managing the Delivering the Capability

and Realising the Benefit)

Closing a Programme

Identifying aProject

Defining aProject

Running a Project

Closing aProject

Stage

WorkPackage

Stage

Work Package

Stage

Work Package

Institute DecreeAnd stratgey

VASS Decree and strategy

ProgrammeManagement

External Programmes

External Projects

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Vietnam and VASS

Strategic approach


Use the method to implement the method...• Helps with adoption• Introduces common language• Early capacity building• “trial of the trial”

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2) Approach

Vietnam and VASS

Strategic approach


Assurance (on behalf of the board, ensuring that the project is viable, what VASS requires and will be fit for purpose)

All other Institute/Centre/Department DirectorsWhen appropriate various Ministries, Donors, UNDP etc

Sponsoring GroupChaired by Prof Nam

Depending on the benefits and outcomes (BCM’s)

Senior User(Appropriate BCM)

Senior Supplier(Resource Manager)

Executive(Programme Manager)

Project Team (Made up of Team Leaders and staff doing the work, including those required to review the quality of the outputs)

Sponsoring Group via the SRO

(SRO)

Prog Manager

Head of Support (PMO)

Not only Institute resource ie. Library, admin, Scientific Committee (Assurance) Finance, Personal

But also DepartmentsFinanceScientific ManagementAdminPersonal including when Assurance or reviews are completed

Project Support As well

Project Manager (focused on Delivering Outputs

Proj MgrTheme

Proj MgrMinisterial

Proj MgrMinisterial

Proj MgrTheme

Proj MgrInstitute

Proj MgrState

Proj MgrInstitute

Proj Mgr Internationa

Proj MgrTheme

Proj Mgr Institute

Project Organisation

Programme Organisation

*

*

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• Promotions are not based on skills• Seniority matters• Political and social hierarchy limits participation and debate

• Communist Party makes decisions

3) Challenges

‘In High Power distance societies, subordinates acknowledge the power of others simply based on where they are situated in certain formal, hierarchical positions.’ Geert Hofstede

Vietnam and VASS

Strategic approach


Cultural Challenges

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• Time for planning and re-planning• Time for procurement• Commitment of individuals• Recruitment and retention• Payment for results...

3) Challenges

‘Madness is an expectation that if you keep doing the same thingsin the same way, you can expect different results” Susan Bloch

Vietnam and VASS

Strategic approach


Impact on the programme

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Typical approachInvestigation > Training > Study tours > Planning for implementation > Hope that it works

4) Conclusion

But here we are in a different contextStart with the end in mind – results focused capacity building... transitioning to a known end state – but we might be facing the wrong way......

Vietnam and VASS

Strategic approach


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Planning and the sense of future

West

Asia

past present future

4) Conclusion

Vietnam and VASS

Strategic approach


Look at the future

Look at the past

past present future

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4) Conclusion

It takes time to make decisions, but when benefits are perceived and decisions are made => things move very quickly

January 2008

Vietnam and VASS

Strategic approach


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4) Conclusion

• We are testing a different way to manage projects in the Vietnamese culture and society

• We are testing flexibility of PRINCE2® and MSP™

• We are learning and so are VASS and our Donors...

Plan – Do - Review

Vietnam and VASS

Strategic approach


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Thank you for your attention

[email protected]@ibpsolutions.co.uk

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1)Vietnam and VASS

Vietnam and VASS

Strategic approach


Bao Cap 1975 - 1986

Doi Moi 1986 – 2005

SEDP 2011 – 2020

•Rationing /coupon system for basic goods

•State at fixed price / Inefficient production

•Agrarian reform: market prices land ownership

•Private enterprises + state enterprises

•International integration

•Economic growth•Social policy•Role of civil society

integrating prince2® and msp™ at the vietnam academy of social science arnaldo pelleni

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