Posts Tagged ‘change’

Lazy but looking to be Busy

July 7, 2017

“Life? Don’t talk to me about life.”

 So said Marvin from The Hitchhikers Guide to the Galaxy by Douglas Adams

Marvin, more fully known as Marvin the Paranoid Android, is a robot manufactured by the Sirius Cybernetics Corporation. He is equipped with “Genuine People Personalities”  technology which is designed to make him more like a person. Marvin is a severely depressed robot. He’s regularly so depressed that, when he gets bored and talks to other computers, they commit suicide and die.

And life, others say, is what happens to you whilst you are busy making other plans. That is very true in my own very recent experience as I am now back out in the big wide working world seeking new challenges and new opportunities.

 After two and half great years investing heavily in a Global PMO and in project and program management, the company I was working for have done a complete U-Turn and abandoned project management as a primary focus and, as a result, don’t feel the need for a Head of Global PMO. Warning to all you PMO leaders out there, you are never completely safe…

 And so, I speak to my world wide network of friends, peers, colleagues, and social acquaintances to seek any and every opportunity to continue my work in PMOs, project management development, and delivery of change.

 Speaker – Trainer – Workshops – General scaring the hell out of C-level executives – MC – Event host and/or manager, PMO development and re-engineering, and, well, pretty much anything else related to the project world – that’s me.

 Anything I can help you and your company with, anywhere in the world, then please get in touch and get the Lazy Guy back being Busy (and productively lazy) once again.

 Thank you. Peter

 

 

Peter Taylor is a PMO expert who has built and led four global PMOs across several industries, and has advised many other organisations in PMO and PM strategy.

He is also the author of the number 1 bestselling project management book ‘The Lazy Project Manager’, along with many other books on project leadership, PMO development, project marketing, project challenges and executive sponsorship.

In the last 5 years, he has delivered over 250 lectures around the world in over 25 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’.

His mission is to teach as many people as possible that it is achievable to ‘work smarter and not harder’ and to still gain success in the battle of the work/life balance.

More information can be found at www.thelazyprojectmanager.com – and through his free podcasts in iTunes.

Know the value of your change

July 3, 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 4 – Invest in good analysis and good reporting

A great place for your new CPO, newly appointed after completing Challenge 3, to start perhaps is in ‘Project intelligence’.

We will come on to the definition of this term in one moment but to begin we need to clearly differentiate Challenge 1 – Invest in the right portfolio management, which was all about knowing what your true portfolio value is. Challenge 4 is all about correctly understanding the status and the health of that portfolio, and all the projects and programs that make up that portfolio.

This is ‘Project Intelligence’.

There are probably as many definitions of intelligence as there are experts who study it. Simply put, however, intelligence can be described as the ability to learn about, learn from, understand, and interact with one’s environment.

This general ability consists of a number of specific abilities including:

  • Adaptability to a new environment or to changes in the current environment
  • Capacity for knowledge and the ability to acquire it
  • Capacity for reason and abstract thought
  • Ability to comprehend relationships
  • Ability to evaluate and judge
  • Capacity for original and productive thought

Environment in this definition has a wider meaning that includes a person’s immediate surroundings, including the people around him or her. Environment in this case can also be something as small as a family, the workplace, or a perhaps a project team.

A project, as we all know, is a temporary endeavor, having a defined beginning and end (usually constrained by date, but can be by funding or deliverables, undertaken to meet unique goals and objectives, and usually to bring about beneficial change or added value. The temporary nature of projects stands in contrast to business as usual (or operations), which are repetitive, permanent or semi-permanent functional work to produce products or services.

But what if you combine ‘intelligence’ with ‘projects’, what would you achieve? Well a successful project manager certainly needs to address the specific intelligence abilities:

  • Adaptability to a new environment or to changes in the current environment – projects are all about delivering change and the ability to oversee such change requires a great degree of adaptability.
  • Capacity for knowledge and the ability to acquire it – projects also require a continuous learning process to understand the change that is being delivered, the lessons that are there to be learned. The combined knowledge of the core and extended project team offer the best platform for project success.
  • Capacity for reason and abstract thought – logical application through the methods of project management will deliver a degree of likely success, the ability to ‘think outside the box’ and supply beneficial adaptations to process and solutions will deliver the rest.
  • Ability to comprehend relationships – projects are all about people and the relationship of people with other people.
  • Ability to evaluate and judge – such is the essence of project leadership and decision making.
  • Capacity for original and productive thought – problem resolution and the comparative analysis of options is a constant need in good project management.

In all aspects, the project demands the intelligent project manager.

But what else is required to support successful project delivery, not from the individual’s perspective but from the organisation as a whole?

Here we can introduce a new term that refers to these requirements; Project Intelligence.

Project Intelligence (PI) refers to the skills, processes, technologies, applications, metrics and practices used to support successful project delivery from the organisation as a whole.

Common components of Project Intelligence include:

  • Project Management skills, maturity and certification (from project contributor through to senior project (or program) roles)
  • Project Sponsorship skills and maturity
  • Project Methodologies and practices
  • Project Management Information Systems
  • Project (or Program) Management Office (PMO) activities and focus (supportive, directive, controlling)
  • Executive/Management skills, maturity and experience in project delivery
  • Project based organisational maturity
  • Project Support technologies (Resource Management, Skills Database, Scheduling and Time Management, Cost Management etc.)
  • Project Dashboard and Reporting technologies

Project Intelligence aims to support a project based organisations successful project capability.

Whilst we may believe we understand all of these components of PI perhaps we should explore a few of them in some detail.

For example, many organisations have a growing capability in project management skills, this is the next challenge, Challenge 5 – Invest in great project management skills – but many do not specifically train beyond the project management role itself. They don’t develop great project sponsors, going back to Challenge 2 – Invest in non-accidental project sponsors – nor do they train people to undertake objective lessons learned activities either.

Executives in general have acquired project knowledge – well let’s be honest here, it tends to be project experience and usually ‘experience’ of a painful type – but few will come close to understanding the mechanics and skills of being a project leader unless they have been through the ‘project delivery’ world. This is Challenge 3 – Invest in a Chief Projects Officer in part but beyond that, why not consider some form of education – projects for the non-project managers – so that the widest audience can understand why projects are different.

And the deployment of project dashboards is, sadly, often a means to either move swiftly away back to safe operational issues if the dashboard looks ‘green’ or raise a lot of unhelpful noise when the dreaded ‘red’ appears; just when the project needs all the positive help it can get. This is this challenge, of course – Challenge 4 – Invest in good analysis and good reporting.

Project Intelligence is all about having the very best environment to nurture and deliver project success through the needed skills, processes, technologies, applications, metrics and practices.

You organisation deserves the best possible ‘knowledge’ about your change projects and therefore Project Intelligence is what you need.

Here is another thought

I saw something for the very first time the other day, and it was one of those ‘why on earth have I never seen this before it is so obvious…’ moments.

I was reviewing a portfolio dashboard at a software vendor and they, as I have seen many times in the past in many systems, offered me views by project manager, business unit, location, value, phase and so on. But then I asked, and was delighted to see (after a simple sort edit) a view of the portfolio by… yes, you guessed it, by sponsor.

And why not.

Portfolio management should be much more than just a prioritisation of projects and resources exercise. It should be the representation in projects (and programs) of the competitive strategy that will allow business executives to convert their intentions into reality.

So, this is pretty serious stuff then.

All of this is placed in the hands of project managers, and they need to be held to task and held accountable but in the words of Standish ‘The most important person in the project is the executive sponsor. The executive sponsor is ultimately responsible for the success and failure of the project’

To me, these days anyway, for the executive team to be able to view their portfolio also by project sponsor and to see who of these ‘ultimately responsible’ people are performing (and who are not, thereby putting the business strategy at risk) should be a ‘no-brainer’.

When it comes to financial accountability, it seems—at least anecdotally—that projects often go over budget, deliver late, and deliver less than was expected . . . and there are absolutely no significant consequences at sponsor level. No one appears to be accountable and no one gets removed.

Now, if something goes wrong in the ‘real’ side of the business—sales down, profits falling, share price dropping—then it seems like something will be done and someone will be held accountable. Maybe this is because this is seen as ‘real’ business and ‘real’ work and as such has to be taken seriously.

Project sponsorship needs the same strength of focus and importance of status. The success or failure of a project is a direct reflection on the sponsor as the keeper of the organisational vision.

A ‘sponsor’ view of the project portfolio is an absolute key to this in the future I believe, and fits exactly into Challenge 2 – Invest in non-accidental project sponsors and this Challenge 4 – Invest in good analysis and good reporting.

Executives; demand this today!

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/

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/

Challenging Change

April 25, 2017

The following is a guest article from my friends at Tailwind Project Solutions:

In his new book – How to get Fired at the C-Level: Why mismanaging change is the biggest risk of all – Peter Taylor challenges the foundations of organisational change, asking if the c-level executives out there are truly ready for change to be successful in their own businesses?

You can read more about this at SME www.smeweb.com/sme/how-mismanaging-change-is-the-biggest-risk-of-all – where Peter describes the four-year study by LeadershipIQ.com which found that the number one reason CEO’s got fired was …. wait for it …. mismanaging change.

He talks of business growth, even business existence, being built increasingly from such change; strategic change – new markets, new products, change driven through regulatory demand, change driven to maintain market share, change driven by mergers and acquisitions, changes driven by new executives, and so on.

And he argues that by putting those two parts together, a world where executives get fired on a regular basis for mismanaging change and a business world of increasing change, then you have a high-risk scenario it seems in many board rooms across the world.

Worrying!

But Peter, ever the pragmatist, offers some practical advice through his 5-5-5-5 model for assessing change foundations and making improvements to such foundations in his book.

 

And at the project level Peter offers some advice on the 10 Things People Often Get Wrong When Managing A Project (or change) as you can see here in Female First http://www.femalefirst.co.uk/books/peter-taylor-how-to-get-fired-at-the-c-level-1045268.html

He explores the most common things that people do wrong when trying to manage that tricky temporary endeavour that is designed to bring about a positive change i.e. a project.

Perhaps there is a solution to the worry after all. Why not talk to us at Tailwind Project Solutions to see if we can help http://tailwindps.com/

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 as a result 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 really 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/

Challenging the C-Level Executives

April 12, 2017

How to get Fired at the C-level goes beyond the constraints of a book.

To that end the author offers some focused workshops, keynote presentations and insightful supporting education to help organisations achieve the success in strategic change that they desire, and to help C-level executives understand the challenge and benefit from the opportunity.

This is all about bringing a reality check to your executive team, and help can be found right here.

If your organisation or team needs a short sharp executive ‘scare’ session (or reality check) then Peter Taylor can deliver this, customised for your organisation, your executive team and the time available.

If you need to take it to the next level of detail, then the author offers two specific workshops based on his book.

Both can be customised to suit your audience’s needs and indeed, a fully customised engagement can be proposed if you feel your organisation requires something very specific in order to help you look at what you should be considering and doing to make sure your change, your projects, your organisation and you are still around for the foreseeable future.

Workshop 1: Executives – stop failing your projects!

Yes! You read that right – not ‘Executives – stop your failing projects’ but ‘Executives – stop failing your projects’.

The report Why good strategies fail: Lessons for the C-suite published by The Economist Intelligence Unit Limited in 2013 stated in its conclusion that there was a need for increased C-suite attention to implementation (and therefore projects). It said, ‘Leadership support is the most important factor in successful strategy execution, yet a substantial number of survey respondents indicate that the C-suite is insufficiently involved’.

This is why I make the loud and bold challenge that executives are failing their projects and why I strongly believe the situation needs to stop – now!

The workshop will explore the true value of your strategic change portfolio (projects) – which will probably be bigger than you think – and will explain why it, you and your organisation are at real risk of failure (and wasting a lot of that financial investment).

What you should do about this critical situation is, of course, explained simply. The two key actions you need to take to avoid strategic change failure will be introduced, making this undertaking far less onerous than it would have been had you attempted it solo.

 

Workshop time                                           1 to 3 hours[1]

Participants                                                 C-level executives and senior project leaders

 

Workshop 2: Two key actions you need to take to avoid strategic change failure

If you are concerned about strategic change failure, and by association your portfolio of projects, then there are two key actions that can dramatically de-risk this potential situation.

Step 1: Strategies for project sponsorship

It is stated in the Standish Chaos Report, amongst many others, including PMI’s ‘Pulse of the Profession’, that the sponsor is the person who is ultimately responsible for the success (or failure) of the project, who represents the business and the business change. And yet, there is a chasm in many organisations between this statement and the reality of the professionalism and associated investment in development of those active sponsors.

We will explore the current challenges of project sponsorship maturity and offer some techniques for creating an effective sponsorship community as one of the two foundations of project success.

Step 2: Building the best PMO

Here will explore the true value of a good PMO in guiding project success and supporting the sponsor community in the management of the portfolio of project change.

We explore what is meant by a balanced PMO, a design developed by Peter, as well as presenting a new working model for project management excellence with the project academy concept.

This all adds up to a critical second foundation for project success.

The workshop will be an interactive experience with first-hand case study insights and the opportunity to spend some time with one of the world’s most experienced PMO leaders.

Workshop time                                           2 to 3 hours[2]

Participants                                                 C-level executives, senior project leaders, sponsors and PMO leaders

The workshops are standalone but related and follow the journey from strategy investment through to the key foundations of change/project success.

Also available are keynote presentations based on this book, on project sponsorship and PMO leadership.

Peter Taylor

Known as The Lazy Project Manager, Peter Taylor is a project management office (PMO) expert.

He is currently leading a global team of more than 200 project managers acting as custodians for more than 5,000 projects around the world from Kronos Inc., a billion-dollar software organisation delivering workforce management solutions.

Peter is also the author of eighteen books, including the number 1 bestselling project management book, The Lazy Project Manager. In the last four years he has delivered more than 200 lectures around the world on his mission to show people how to work smarter, not harder in their quest for career success.

www.thelazyprojectmanager.com and http://tailwindps.com/how-to-get-fired-at-the-c-level/

[1] Workshop timing can be customised to the availability of the audience – the shorter workshop focuses only on the high-level issues with minimal interaction time permitted, the longer workshop allows for a ‘deeper dive’ and with audience interaction and discussion

[2] Again, here the workshop timing can be customised to the availability of the audience – with the longer workshop allowing for some audience interaction and discussion

How to Get Fired at the C-Level

March 3, 2017

I am delighted to announce the release of my new book – How to Get Fired at the C-Level: Why Mismanaging Change is the Biggest Risk of All

how_to_get_fired

Getting fired at the C-level is easy – and this book will tell you exactly how to go about it with ruthless efficiency.

But perhaps not getting fired is your preferred outcome and, if that is the case, then you might have a challenge or two in the arena of strategy execution since the number one reason CEOs get fired is mismanaging change!

Leading executives, it seems, do too little about strategy implementation, do not apply the appropriate level of attention to such critical organisational change, and often relegate sponsorship and leadership to lower management, whilst the c-suite get on with their ‘day jobs’.

‘How to get fired at the C-level’ will explore this challenge, and since all challenges are really opportunities, will show ways to not only significantly reduce change failures but also how to dramatically raise the capability, speed, and success rates of delivering strategic change in your organisation.

It also offers a simple means to evaluate executive engagement, and to offer a series of very practical steps to let you be the person who puts the ‘C’ for change into the ‘C’ level.

Author: Peter Taylor is the author of the number 1 bestselling project management book ‘The Lazy Project Manager’, along with many other books on project leadership, PMO development, project marketing, project challenges and executive sponsorship.

In the last 4 years he has delivered over 200 lectures around the world in over 25 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’.

www.thelazyprojectmanager.com – free podcasts also in iTunes

End User Involvement

April 28, 2014

There is an old software company joke about how to have simpler and more successful projects.

We all know that to get real buy-in for a new system of any sort you absolutely need to engage your end-users, the last in line that will actual use the technology. End-User involvement was the cry that went up all the time in pre-project engagements and scoping exercises. What did middle management really know about what was needed and what was a good or bad system? And don’t get me started on the executive level and their remoteness from reality of the business. Get me end-users and lots of them!

But as soon as you involved end-users life got complicated; they were a critical and demanding bunch, and time and effort grew exponentially according to the breadth and depth of end-user involvement.

Scales Peter Taylor

And so the dark humour was that to ensure a faster sell and a quicker delivery get rid of the ‘hyphen’ – end-user involvement needed to become ‘end user involvement’ i.e. don’t involve them at all!

OK so that may have made you smile wistfully but the truth is that not involving end users is a recipe for eventual disaster.

Resistance to new systems (change) is as a result of three elements I believe.

  • User – Fear/Exposure
  • User – Experience/Simplicity
  • User – Profit/Gain/Extras

Having been involved in many system implementations over the years you do need to tick all three boxes to get the smoothest of transitions to the new way of doing things and the fastest acceptance of this change.

Starting with the middle point the new system has to be ‘better’ than the existing one – easier to use – friendlier – acceptable. Get that right and it is a good platform for change acceptance but there is more.

The fear factor rates high on everyone’s agenda, we generally like the status quo and dislike change – even if we spend hours complaining about the inefficiencies and frustrations of the status quo!

A new system worries us because it might expose some weakness in our working methods, some old workarounds that aren’t good practice but ‘Hey, they get the job done right?’

This new-fangled all singing all dancing application is going to shine a light on things we would rather keep in the dark and well hidden from our peers and our managers.

This fear has to be considered and managed.

And finally why should we do all of this change, even if the fear is dealt with and the new system operates like a dream, if there is actually no personal gain. The call for change ‘for the greater benefit of the organisation as a whole’ means absolutely nothing if the result is that I have to work twice as hard to make that benefit a reality. What’s in it for me?

Change

It is important to understand the balance of change if you indeed want to succeed in such changes.

Without reaching some sort of ‘escape velocity’ you (or your end-users) will never do anything different. What we are talking here about reaching the point of conscious decision to help others or yourself make a personal change.

Look at it this way.

Change can be described as C(urrent), that is where you are now, and D(esire), where you want to be and B(enefit), which is the resultant reward for whatever change is undertaken.

For example:

Effect: My house feels crowded and noisy, and on top of that I have nowhere to put things… And this is making life less pleasant!

This can be described as: My current house is too small (C), I would like a bigger house (D), the benefit of having a bigger house would be more room for me and my family (B). E(ffects) are also important because they will force a change.

Force for Change Peter Taylor

 

Now you may be in a number of states as far as change is concerned:

Plan for Change Peter Taylor

  • You may lack any insight to your problems or need to change
  • You may have insight but need a solution or plan
  • You may have a plan but need some assistance in making it happen

For example:

  • Lack of insight – Why does my house seem so crowded and noisy, with nowhere to put things?
  • Insight but no plan – My house is too small what shall I do?
  • Insight and plan – My house is too small, I need to move, how will I do this?

Against change

To move anyone towards change there is a balancing act that needs to be performed. There are a number of resistances that stop change taking place, or at least allow people to put up personal arguments against changing (these might be those small voices in your head that you hear from time to time):

  • Cost – Everything has a perceived cost whether this is actual money that would need to be invested or just your time and effort (and distraction from other matters)
  • Risk – A concern over what such change would bring about should it in some way fail and require recovery, the work to be redone or loss of face. Concern about the risk of failure and what that would mean to you and others
  • Pain – Recognition that change usually means some form of pain that needs to be endured, the negative aspects of the process of change itself
  • Hidden – It is often possible to uncover the first three points but there will often remain ‘hidden’ reasons that someone is resistant to such change.

This makes it hard to assess the ‘balance’ of resistance since while it may be possible to quantify and address the ‘cost’, ‘risk’ and ‘pain’ elements the ‘hidden’ ones remain hidden and therefore unquantifiable.

 Balance for Change Peter Taylor

 

For change

The Formula For Change was created by Richard Beckhard and David Gleicher, refined by Kathie Dannemiller[1] and is sometimes called Gleicher’s Formula 3.

This formula (D x V x F x CL > R) provides a model for assessing the relative strengths affecting the likely success or otherwise of organisational change programmes.

Three factors must be present for meaningful organisational change to take place. These factors are:

  • D = Dissatisfaction with how things are now
  • V = Vision of what is possible
  • F = First, concrete steps that can be taken towards the vision
  • CL = Creative Leadership to navigate towards the vision

If the product of these four factors is greater than

  • R = Resistance

then change is possible. Because D, V, and F are multiplied, if any one of them is absent or low, then the product will be low and therefore not capable of overcoming the resistance.

And for your end-users the resistance is:

  • User – Fear/Exposure
  • User – Experience/Simplicity
  • User – Profit/Gain/Extras

To ensure a successful change it is necessary to use influence and strategic thinking in order to create vision and identify those crucial, early steps towards it. In addition, the organisation must recognise and accept the dissatisfaction that exists by communicating industry trends, leadership ideas, best practice and competitive analysis to identify the necessity for change.

And you have to make sure that you don’t end user involvement but you value end-user involvement because they will make it a success.

 

Peter Taylor

‘Progress isn’t made by early risers, it is made by lazy men trying to find easier ways to do something’

Peter Taylor is the author of two best-selling books on ‘Productive Laziness’ – ‘The Lazy Winner’ and ‘The Lazy Project Manager’.

In the last 4 years he has focused on writing and lecturing with over 200 presentations around the world in over 20 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’. He also acts as an independent consultant working with some of the major organizations in the world coaching executive sponsors, PMO leaders and project managers.

His mission is to teach as many people as possible that it is achievable to ‘work smarter and not harder’ and to still gain success in the battle of the work/life balance.

More information can be found at www.thelazyprojectmanager.com and www.peterbtaylor.co.uk – and through his free podcasts in iTunes.

Book him for:

  • Keynote Presentations and Lectures
  • Master of Ceremonies/Event Host
  • Inspirational Workshops
  • Training
  • Coaching
  • Authoring

 

[1] The original formula, as created by Gleicher and authored by Beckhard and Harris, is: C = (ABD) > X where C is change, A is the status quo dissatisfaction, B is a desired clear state, D is practical steps to the desired state, and X is the cost of the change. It was Kathleen Dannemiller who dusted off the formula and simplified it, making it more accessible for consultants and managers.