time to change? how to shape the profession for tomorrow

The Future of Project

Management

Amanda Clack

13th November 2014

Amanda Clack BSc MSc FAPM FRICS FCMI CMC

Tonight’s Objectives

Consider apm’s vision:

Create a world in which all projects succeed

In context of lessons we can learn from the

past (through leading research) to create a

better future…..

…. For our clients, the profession &

practitioners

How can you think differently about programme

delivery?

Agenda • Setting the context

• Data & key findings • Portfolio direction

• Project sponsorship

• Project management capability

• Disclosure and reporting

• Minds of the round table

• Group discussion

• Feedback

Directing Change

2nd edition 2011

5

Co-Directing Change

2007 – being updated

Sponsoring Change

2009

Free to APM members at www.apm.org.uk/memberdownloads

apm GovSIG – Publications to date

When will you think differently

about programme delivery? Do people who commission change

get what they want?

PwC’s 4th Global ppm survey based

on 10 years of data

3,025 respondents

from 110 countries

Respondents by type

19

39

42

Other

Company Senior Manager

Company Manager or staff

18

42

14

8

14

5

Company porfolio or programmemanager

Company project manager

Company PMO manager or teammember

Consultant/Contractor portfolio orprogramme manager

Consultant/Contractor projectmanager

Consultant/Contractor PMOmanager or team member

7%

35%

59%

C-Suite

Portfolio &

Programme

Managers

General

Employees

Base: 1,775

North America 30%

Latin America 9%

Africa 6%

Australasia 5%

Middle East 4%

Asia 18%

Europe 28%

Base: 3,008

Organisation

Number of employees (%)

14

10

7

7

18

10

34

Less than 50

50 to less than 250

250 to less than 500

500 to less than 1,000

1,000 to less than 5,000

5,000 to lesss than 10,000

10,000 or more

Type of organisation (%)

Public

15%

Not for profit

4%

Private

80%

Other

1%

Base: 3,019 Base: 3,021

PwC Report Findings:

Report highlights five themes for doing things

differently:

1. Optimising portfolios to maximise returns

2. Be flexible and responsive to change

3. Enable people to deliver

4. Connecting the organisation to programme delivery

5. Using information and insight to maintain direction

Interpreting the findings

• Portfolio direction • Project sponsorship



Directing Change

2nd edition 2011

Portfolio Direction

This component seeks to

ensure that all projects

are identified within the

one, sustainable

portfolio. This portfolio

should be evaluated and

directed mindful of the

organisation’s aims,

constraints, resources

and capacity for change.

When you commission change/change is commissioned in your organisation, to what

extent are business outcomes clearly defined and measurable?

2

5

19

13

27

19

15

2

3

11

10

30

19

26

Don't know

Not clearly defined

Defined but not easily measurable orunderstood by the business

Clearly defined and measurable but notwidely understood

Clearly defined, generally understood butdifficult to measure

Clearly defined, measurable andunderstood by all staff

Clearly defined, measurable andunderstood by all staff and customers

C-Suite General Employees

Most respondents believe that business outcomes are defined at

the outset of change programmes

Base: C-Suite and Employees: 1,223; C-Suite: 196; General Employees: 1,027

What has prompted your organisation to stop a large transformational change

programme?

4

8

11

15

12

12

13

20

24

31

6

5

10

2

20

17

22

21

28

42

Other

No programmes were stopped even though inhindsight it might have been a good idea

We have not needed to stop any programmesbecause they were the right thing to do

Don't know

Programme not on track to deliver

Recessionary pressures resulting inorganisational change of direction

Programme not aligned to strategy

Recessionary pressures limiting resources

External influences (e.g. Regulatory, Customerchange of behaviour, technology)

Change in strategy or corporate direction


C-suite respondents are clearer about the reasons for calling a

halt to large-scale change programmes


Reflecting on change activities completed in the last 5 years and sustained visible benefits

you can see today, have the changes been worth the investment?

39

10

51

13

9

82

Don't know

No

Yes


The majority of respondents state that change activities completed

in the last 5 years have been worth the investment


Interpreting the findings • Portfolio direction

• Project sponsorship • Project management capability


Directing Change

2nd edition 2011

Project sponsorship This component

seeks to ensure that

project sponsorship

is the effective link

between the

organisation’s senior

executive body and

management of each

project. The sponsor

has decision making,

directing and

representational

accountabilities.

How would you describe your workload with regards to sponsoring, leading or working

on change activities?

3

17

6

9

26

39

1

5

4

10

36

45

Don't know

I have no direct involvement in change activitiescurrently

I have been seconded full time to a changeprogramme

I have delegated most of my core tasks and focuson change activities

I have delegated some of my core tasks in orderto take on project responsibilities

I have full time core task responsibilities and fitchange activity commitments in as an addition to

that workload


Two fifths fit change activity commitments in and around their full

time core task responsibilities


Do you feel that the way change governance is structured provides a basis for you to

make a valuable contribution?

63

22

12

3 0 1

45

26

20

5 2 3

Yes, I feel my inputalways adds valueto the programme

Partly, my input isfocused, but I am

sent lots of detailedinformation to read

through

Sometimes, wheremy input is neededis not always clear

Sometimes, I getinvited to too many

meetings when Ijust listen

No, I often havelittle to add

Don't know


Two thirds of C-Suite respondents are confident that their input

always added value to the programme

Base: C-Suite and Employees: 1,064; C-Suite: 190; General Employees: 874

To what extent does ‘change the business’ activity impact your ability to effectively

deliver ‘run the business’ activities?

Minor - my business activities are not impacted 6%

Don't know 1%

Contained - the core functions are re-distributed but I have additional responsibility to oversee others doing my tasks

4%

Manageable - but I have to prioritise my time and conflicting demands

52%

Significant - the change programme takes a disproportionate amount of time

20%

Very significant - I have too much to do in the time available 18%

3%

1%

2%

49%

27%

17%

C-Suite

Half of respondents indicate that the impact of ‘change the business’

activity is manageable

Base: C-Suite and Employees: 495; C-Suite: 89; General Employees: 406

General Employees

Interpreting the findings • Portfolio direction


• Project management

capability • Disclosure and reporting

Directing Change

2nd edition 2011

This component seeks

to ensure that the

teams responsible for

projects are capable of

achieving the

objectives that are

defined at project

approval points and

use that capability to

improve governance

and outcomes.

How is the success of change activities measured in your organisation?

C-Suite

General Employees

Financial metrics

65% 57%

58%%

C-Suite & Employees

Customer satisfaction metrics

42% 40% 40%

Time metrics

19% 24% 23%

Delivery of documented outcomes

26% 21% 22%

Employee satisfaction

23% 17% 18%

Successful embedding of change

22% 15% 16%

Don’t know

3% 9% 8%

Finance, customer satisfaction and quality are the top 3 metrics

used to measure the success of change activities


Quality metrics

31% 33% 32%

To what extent do you agree or disagree that an appropriate baseline exists to measure

all benefits?

11%

39%

21%

40%

5% 4%

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree

Don't know

Half of PPM respondents agree that an appropriate baseline exists

to measure all benefits

Base: 1,747

To what extent do you agree or disagree with the following statements?

14

16

3

3

44

45

9

9

Decision making across theportfolio is supported by objectivecriteria and quality data to ensure

alignment to the organisation'spriorities

The boundaries of theorganisation's portfolio are clearly

defined

(%)

Neither/

nor

22%

23%

Don’t know

7%

7%

Only half of PPM respondents agree that the boundaries of the

organisation’s portfolio are clearly defined and decision-making is well

supported

Base: 1,701

Disagree Strongly disagree Strongly agree Agree

Interpreting the findings

• Portfolio direction



• Disclosure and

reporting

Directing Change

2nd edition 2011

This component seeks to

ensure that the content of

project reports will

provide timely, relevant

and reliable information

that supports the

organisation’s decision

making processes,

without fostering a

culture of micro-

management.

It is important for the

organisation to

distinguish between key

drivers of success and

key indicators of success.

Regular verbal updates and clear exception based status reports are

the most popular ways to brief the C-suite

Which three of the following would you choose to be kept informed of your portfolio of

change?

4

31

36

37

37

41

46

63

Other

Live 'portal' to see programme updates

A plan on a page

A 'RAIDD' log*

Financial reports

Data driven reporting

Clear exception based documentatedstatus reports

Regular verbal updates/ presentations

NB. Only C-Suite answered this question *Risk, Assumptions, Issues, Dependency log and Decision Register

Base: 193

Please identify a maximum of 7 Project/Programme/Portfolio Management Office (PMO)

services for your organisation

Base: 1,768

22

23

23

24

27

28

36

49

54

63

Identify, select and prioritise new projects

Conduct project audits

Promote project management within organisation

Implement and operate a project information system

Allocate resources between projects

Participate in strategic planning

Coordinate between projects

Develop and implement a standard methodology

Monitor and control project performance

Report project status to upper management

Reporting project status to upper management is the top PMO

service for PPM respondents,

This chart shows the top 10 Project/Programme/Portfolio Management Office (PMO) services selected by respondents. Please note that 14% of respondents state that they either do not have a PMO or didn’t know which services it provides.

Base: 1,746-1,753

Less than half of PPM’s stated that where benefits are set they are

very often or always realised

How often would you say the following reflects practice?

6

14

10

9

1

3

2

2

42

27

29

25

40

27

33

30

6

24

20

28

Where benefits are set, are benefits realised?

Where benefits are set, my organisation monitorsand measures benefits?

Tangible benefits are identified from a variety ofsources and linked to the new ways of working,

and outputs from programmes and projects

Value for money is sufficiently considered throughan options appraisal, when developing the

business case

(%)

Don’t

know

6%

6%

5%

7%

Rarely Never Always Very often Sometimes

Summary Findings

The case for doing things

differently CEO’s believe keeping up with rapid pace of

change is one of most demanding challenges

Little has changed in 10 years – familiar issues

have still not been addressed

There is often a disconnect between the

Executive Team and PM’s

Get to :Yes” : “Do people who commission

change get what they want”

Some familiar issues have not

changed: Get the basics right

– Ensure alignment with organisations strategy;

– Plan more effectively at outset of programmes;

– Resource with properly skilled professionals;

– PPM is a profession – give proper training;

– Good communication is more than top down;

– Undertake project reviews and learn from what

went wrong/right.

Some familiar issues have not

changed: Develop different ways of delivering your

portfolios

– Optimise your portfolio to maximise return;

– Be flexible change faster;

– Enable your people to deliver success;

– Connect the Executive Team to programme

delivery team to get change you want;

– Measure and address the harsh facts.

Five themes to do things differently:

Optimise your portfolio to maximise return;

Be flexible, change faster;

Enable your people to deliver success;

Connect the Executive Team to the

programme delivery teams to get the

change you want;

Measure and address the harsh facts to

maintain direction.

Top 3 reasons for project failure:

Optimise your portfolio to maximise

return

Optimise selection of programmes;

Ensure programmes support organisational

objectives – and stop those that don’t;

Have a portfolio management function –

right people, process & tools;

Build an ‘ideas pipeline’ for new

programmes.

Using a clear methodology removes ‘gaming’

from the prioritision process & selection of

change programmes

Be flexible, change faster

‘What’ is about PPM process - ‘How’ will

make real difference;

Plan for change from outset and create

right environment for change.

Being flexible to change faster requires the

right – Leadership; Strategy; Culture and

Behaviours

Be more flexible in approach – be brave, and

well informed

Enable your people to deliver

success Executive Teams need to be committed

and PM’s need to be more demanding!

Programmes must be properly resourced –

capability & capacity;

Get team dynamics right;

Train PM’s properly – PPM is a profession;

Provide right tools and software as key

enablers.

Enabled people deliver change

Connect the Executive Team to

the programme delivery teams to

get the change you want;

Show commitment and use professional PMs;

PMs:

– Be more forceful in driving change;

– Drive right behaviours;

– Bridge strategy formation and delivery;

– Take responsibility for working closely with

project sponsors.

Results will improve if there is a closer

understanding & working arrangement

Measure and address the harsh

facts to maintain direction

Get the basics right and:

– Align benefits to delivery plans;

– Invest in programme management

resource;

– ‘Stop and reflect’ – take a pause if needed

to reset;

– Know when to stop programmes.

Programmes must measure progress,

identify risks and tackle the difficult issues,

changing course where necessary

Project Management Institute (PMI)

Mark A Langley, President & CEO PMI

“This comprehensive report offers a number

of insightful highlights that affirm a great deal

of the recent research we have conducted at

PMI. Read these recommendations and

consider how they relate to your realities. But

don’t stop there. Do something with these

findings. Do it now.”

Minds of the round table – Project

Magazine (Nov 2013) apm Project round table: A world in which

all projects succeed

http://www.apm.org.uk/news/minds-round-

table-video#.VF4VRUsoprc

http://www.apm.org.uk/news/minds-round-table-video.VF4VRUsoprc







Group Discussion

What can we do as professionals to “create a

world in which all projects succeed?”

– Discuss: What you have learnt from the session

– Feedback: Your group’s top tip for each of the

following:

What can help make a project successful?

What should we do differently in setting up

programmes?

What can we do differently in delivery?

What are the challenges in convincing clients of what

needs to change?

Some useful links:

apm

– Governance SIG – Delivering Change

–

– Project round table: A world in which all projects

succeed: www.youtube.com/watch?v=UDW35Gvg9pQ

Portfolio and programme management

2104 Global Survey PwC : http://www.pwc.com/gx/en/consulting-

services/portfolio-programme-management/global-

ppm-survey-2014.jhtml

Amanda Clack : @amanda_clack

Free to APM members at www.apm.org.uk/memberdownloads

For follow-up contact:

46

Amanda Clack [email protected]

+44 7976 403438

twitter:

@amanda_clack

This presentation was delivered

at an APM event

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website www.apm.org.uk/events

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