Posts Tagged ‘c. level’

Add to the C-Level

June 22, 2017

The following is an extract from my new book ‘How to get Fired at the C-Level: Why mismanaging change is the biggest risk of all’ in association with my friends at Tailwind Project Solutions – the extracts follow a series of 5 Challenges that I think every organisation should consider, and consider very carefully:

Challenge 3 – Invest in a Chief Projects Officer

Well it starts with strategy formulation which is no longer the annual exercise it used to be – nowadays it is an ongoing iterative activity.

And since each strategy gives birth to one or more projects this adds to the portfolio constantly. Often, it should be honestly admitted, in some form of infinite capacity model – just keep adding projects and we will sort out the resources later.

The idea of a chief project officer is not new but it can be described as ‘emerging, with more organisations investing at this level in one person to represent the change programs at the highest level. If you think about CEO’s being most often fired for mismanaging change then it is a ‘no-brainer’ you would have thought if your portfolio is a significant one and – based on Challenge 1 – Invest in the right portfolio management – it is often more significant than you might think (see previous blog).

When project management, projects and change are elevated to the ‘C’ level of importance, one of the distinct advantages is it can no longer be viewed as optional, distracting, annoying, special or unimportant by all the other business functions. A Chief Projects Officer, or whatever title you may wish to bestow on this position, should make it easier to manage change initiatives across an organisation, should reduce that organisation’s exposure to the impact and potential; realisation of major risk, and can drive lower costs through economies of scale. All of which should deliver better results across the board, with higher engagement of all stakeholders and impacted employees.

A Chief Projects Officer (CPO) is typically responsible for providing governance over an organisation’s internal projects – external, or customer facing projects can be also covered but that is entering a slightly different world – with a focus on:

  • Ensuring all projects support the current strategic objectives
  • Managing the overall portfolio risk to the organisation
  • Driving efficiencies in delivery and economies of scale
  • Managing resource requirements across the project portfolio
  • Ensuring that all change is led by a skilled professional project management community
  • Leads, and is aided by, the PMO
  • Reports to the executive team

And how can you get a ‘CPO’?

Well why not fast track one through the project world?

I have seen in the companies that I have worked for, and I am sure that you have all seen it as well, the special ones amongst us that are on a fast track up through the organisation destined for the hallowed ground of ‘C’ level appointment. We all watch in awe and wonder at the skill and ability in acquiring new skills and mastering new responsibilities and generally doing a whole better than us.

And there is nothing wrong with that at all. They experience the company as broadly as possible with experiences in finance and in sales and in marketing and in manufacturing and even sometimes in services perhaps. They get first-hand experience of the component parts of the businesses that they will one day lead and this is a valuable preparation. These are the ones identified as having future leadership potential and any company will invest in such people for their joint futures.

Sadly, I have yet to see a future ‘C’ work their way through the project arena, the PMO, the project management practise. It seems as if, when it comes down to it, that the project side of the business (as opposed to the operational side of the business) is maybe a little less important, a little less attractive?

There is a danger of course in putting a non-project person in charge of projects.

A comment from my recent PMO Survey summed it up with ‘the management in charge of the PMO are highly experienced operational managers, each with a significant and solid track record. Unfortunately, that expertise does not translate into projects where the deadlines, delivery management and interaction between different role-players are significantly more acute than in operational management’.

So perhaps the ‘C’ is not immediately destined for the PMO leadership role but surely there is a critical need for such future leaders to understand the nature of their ever increasingly project based activities.

Take an action all of you executives – talk to the ‘powers that be’ and to the fast track talent development agencies in your companies, and open up your PMO with an invitation to ‘come on in and enjoy the experience’.

In the long run it will only benefit the PMO, your projects, you yourself and, of course, the organisation. Projects are here to stay and with the increase in project activity inside organisations then really the next generation ‘C’ level should understand as much as they can about our world.

 

Tailwind Project Solutions was formed in 2014 to provide a bespoke approach to project leadership development. Owned by Director & CEO Alex Marson, the organisation works with large FTSE 250 clients including some of the biggest companies in the world in the Asset Management, Professional Services, Software, Automotive, Finance and Pharmaceutical industry.  The company has a team of world-class experts who provide a bespoke approach to the challenges that our clients have, and the company was formed because of a gap in the market for expertise which truly gets to the heart of the issues clients are facing – providing a robust, expert solution to change the way that companies run their projects.

At the time, the market was becoming flooded with training companies, providing a ‘sheep dip’ approach to project management, and the consensus was that This didn’t solve the real challenges that businesses and individuals are experiencing in this ever-increasing complex world of project management. The vision was to hand-pick and work with the very best consultants, trainers and coaches worldwide so that Tailwind could make a difference to their clients, to sit down with them, understand their pain points, what makes them tick, and what is driving their need for support.

These challenges being raised time and time again are in the project leadership space, from communication issues, not understanding stakeholder requirements or having the confidence to “push back”, lack of sponsorship support, working across different cultures, languages, levels of capability and complexity. We expect more from our project managers – we expect them to inspire, lead teams and be more confident.

Tailwind’s experience is vast, from providing interim resources in the project and programme management space, supporting the recruitment process, experiential workshops, coaching – from project managers through to executives, providing keynote speakers, implementing PPM Academies, PM Healthchecks and Leadership development. The approach is created often uniquely – to solve the real challenges of each of their individual clients.

http://tailwindps.com/

A View from the Top

June 7, 2017

The following is an extract from my new book ‘How to get Fired at the C-Level: Why mismanaging change is the biggest risk of all’ in association with my friends at Tailwind Project Solutions – the extracts follow a series of 5 Challenges that I think every organisation should consider, and consider very carefully:

‘Change is the law of life. And those who look only to the past or present are certain to miss the future’ John F. Kennedy

Challenge 1 – invest in the right Portfolio Management

Knowing the value of your investment in change, and the consequential cost of failure to deliver this change, is critical.

So how can you get across the message that executives need to stop failing their projects without looking like a project manager with a chip on their shoulder?

Fear is one way, so why not try this simple exercise when you get the opportunity. Putting a price on something works well, I find.

Start with your company project portfolio value (this should be a reasonable reflection of the strategic investment). For the sake of this example I am going to use pounds’ sterling but of course it works with any currency. I am also going to use a small portfolio value of say £20m; again, please insert your own figure here.

The next step will depend on the type of industry you are in but if we choose a typical regulated commercial model for a business it can be said that out of that total portfolio some projects are compliance driven and some business driven. In this example, we will use 40% as compliance and 60% as business growth projects. Therefore, in this example we have £8m invested in compliance projects and £12m in business development projects, again insert the appropriate figures for your organisation. A regulatory light organisation may devote only 20% of portfolio to compliance, with 80% devoted to growth.

You know your business so I will leave it up to you to decide.

But we don’t stop there. For each project to be sanctioned there must be a ‘value added’ benefit. For compliance projects this might be expressed better as cost impact. So, failure to deliver ‘X’ will result in a potential fine of ‘Y’, and/or a potential loss in self-certification of ‘Z’ and so on. All such failures have cost impacts. This may be a 2:1 ratio calculated as the potential penalties for non-compliance plus the actual project-investment costs. In our example this would be £8m multiplied by 2 plus the original £8m, which equals £24m.

Now for the rest of the portfolio, the business growth or development projects. There would be no point in investing £1 to gain £1, there must be a return on investment. In terms of a ratio that typically might be at around 4:1 (apply your own business factor here you should be able to find relevant figures in your business case approval process). Therefore, investing £1 would gain a return in investment of £4. Using the same maths as the compliance projects we now have in our example a total of £12m multiplied by 4 plus the original £12m, which equals £60m.

We now have a ‘true’ project portfolio value of £24m plus £60m which gets us to a chunky £84m.

And guess what? We haven’t even considered disruption of business costs during the projects. What shall we say here, maybe another 20% of the total portfolio investment, so about £16m or so? But the two types of project don’t behave in the same way. I suspect that the 40% we allocated as compliance project investment has a greater success ratio than the other projects. It is not that these projects are any more ‘healthy’ but the fear of non-compliance ensures that the company throws resources at these projects in a way that it doesn’t with the 60% that are business development projects, ensuring ‘success’ the hard (and costly) way.

Now if the compliance projects are ‘successful’ (he says smiling knowingly), then the other 60%, the growth projects, must carry even higher levels of potential failure.

Work out these figures now. In our example, we will use 10% across the whole portfolio for simplicity.

Can you work them out?

Do you have the data (the accurate and real data) to do this? If not, does that worry you? (It should.)

Looking back at our portfolio we said 40% was compliance activity and 60% was business growth but think about it, on balance how many of these growth projects represent real clear blue strategic change?

I bet that most are just to keep pace with your market and perhaps only 10% of projects represent real change. So again, if failure is the ‘norm’ and the focus on success tends towards the compliance end of the project scale, how successful is this 10% – the true change projects you have underway in the organisation?

I realise that these figures are open to interpretation and maybe my maths is a bit rough but you can see the general idea. It is a little like fantasy finances but the underlying points are that a) your portfolio is bigger than you think it is and b) unless you are in the special minority you probably don’t have a good insight into how this portfolio investment is being managed and how the organisation’s money (and future) is being protected.

In our example this takes a £20m base portfolio right the way up to £105.6m.

Extensive investment in strategy through projects needs to be backed up by real commitment to successful delivery and, whilst the development of good project managers backed up with appropriate processes and methods is critical, it is the clear responsibility of the executive leaders to connect such strategy to project activity and to sponsor these projects in a competent way.

Hopefully putting a value on the portfolio will have woken up the executives (or even you).

 

Tailwind Project Solutions was formed in 2014 to provide a bespoke approach to project leadership development. Owned by Director & CEO Alex Marson, the organisation works with large FTSE 250 clients including some of the biggest companies in the world in the Asset Management, Professional Services, Software, Automotive, Finance and Pharmaceutical industry.  The company has a team of world-class experts who provide a bespoke approach to the challenges that our clients have, and the company was formed because of a gap in the market for expertise which truly gets to the heart of the issues clients are facing – providing a robust, expert solution to change the way that companies run their projects.

At the time, the market was becoming flooded with training companies, providing a ‘sheep dip’ approach to project management, and the consensus was that This didn’t solve the real challenges that businesses and individuals are experiencing in this ever-increasing complex world of project management. The vision was to hand-pick and work with the very best consultants, trainers and coaches worldwide so that Tailwind could make a difference to their clients, to sit down with them, understand their pain points, what makes them tick, and what is driving their need for support.

These challenges being raised time and time again are in the project leadership space, from communication issues, not understanding stakeholder requirements or having the confidence to “push back”, lack of sponsorship support, working across different cultures, languages, levels of capability and complexity. We expect more from our project managers – we expect them to inspire, lead teams and be more confident.

Tailwind’s experience is vast, from providing interim resources in the project and programme management space, supporting the recruitment process, experiential workshops, coaching – from project managers through to executives, providing keynote speakers, implementing PPM Academies, PM Healthchecks and Leadership development. The approach is created often uniquely – to solve the real challenges of each of their individual clients.

http://tailwindps.com/

Give me ‘C’

March 11, 2016

I have seen in the companies that I have worked for, and I am sure that you have all seen it as well, the special ones amongst us that are on a fast track up through the organisation destined for the hallowed ground of ‘C’ level appointment. We all watch in awe and wonder at the skill and ability in acquiring new skills and mastering new responsibilities and generally doing a whole better than us.

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And there is nothing wrong with that at all. They experience the company as broadly as possible with experiences in finance and in sales and in marketing and in manufacturing and even sometimes in services perhaps. They get first-hand experience of the component parts of the businesses that they will one day lead and this is a really valuable preparation. These are the ones identified as having future leadership potential and any company will invest in such people for their joint futures.

Sadly I have yet to see a future ‘C’ work their way through the project arena, the PMO, the project management practise. It seems as if, when it comes down to it, that the project side of the business (as opposed to the operational side of the business) is maybe a little less important, a little less attractive?

There is a danger of cause in putting a non-project person in charge of projects.

A comment from my recent PMO Survey summed it up with ‘the management in charge of the PMO are highly experienced operational managers, each with a significant and solid track record. Unfortunately that expertise does not translate into projects where the deadlines, delivery management and interaction between different role-players are significantly more acute than in operational management’.

So perhaps the ‘C’ is not immediately destined for the PMO leadership role but surely there is a critical need for such future leaders to understand the nature of their ever increasingly project based activities.

Take an action all of you PMO leaders – talk to the ‘powers that be’ and to the fast track talent development agencies in your companies and open up your PMO with an invitation to ‘come on in and enjoy the experience’.

In the long run it will only benefit the PMO, your projects, you yourself and, of course, the organization. Projects are here to stay and with the increase in project activity inside organisations then really the next generation ‘C’ level should understand as much as they can about our world.