The Opsimath

Beyond PRINCE2 - the perfect project manager

This week I have been working with public sector client delivering a course called 'Beyond PRINCE2'. Our course description says this:

PRINCE2 is the project management method that is now recognised and used across the world. But passing your PRINCE2 exams does not automatically mean that you are fully equipped to succeed in a real world project. It’s a start, but what else do you need?

Our Beyond PRINCE2 workshop is designed to help you to exploit all the things that you learned on your PRINCE2 course, as well as to explore other skills, ideas and techniques that you might need.

So, a course for people already qualified in the method, experienced in using it and yet aware that there is more...

Amongst other things, we looked at the bigger picture (linking with programmes, benefit realisation); we explored stakeholder engagement and communication; and we addressed the concept of the 'Perfect Project Manager' (applicants please apply).

It was this last point that generated some interesting discussion about what was essential - and almost without exception it was the 'softer' aspects of project management that were coming out top of the list - political awareness, flexibility, creativity, leadership, team working were mentioned.

Furthermore, it was intriguing to relate the groups' ideas to previous work that we have done in pearcemayfield and see the similarities.

Looking beyond the methods like this is, we believe, going to be a key area of focus in the months to come. So Perfect Project Managers, watch this space...

I think he likes it...

This is the reaction of a practicing Programme Manager to the new edition of PRINCE2. This person is very experienced in both PRINCE2 and MSP, and has previously worked as an approved Trainer in both methods.

"So pleased to see the simplified Product-Based Planning,Change Control sorted out and the improved treatment of Quality. The influence of MSP on the content and structure is good. I was pleased by my reaction to looking at the method again with fresh eyes and the benefit of global management experience - it really does make so much sense and I wish there were more people who knew how to apply the method well!"

I think he likes it!

Best Practice - thanks for being there

It was good to see so many people attending our round table sessions at the Best Practice Showcase in London last week.

There was some great discussion around how both PRINCE2 and MSP are now firmly principles-based, and how this can really join up our thinking and our management of programmes and projects.

As promised, both Patrick and I will be writing more about this soon.

Principles not Policy

I saw this ad in the weekend papers:

 

They are using the line, "it's not just a policy, it's a principle." What a great line, and put me immediately in mind of Managing Successful Programmes  (MSP) and the corresponding method for projects - PRINCE2.

Both these globally recognised methods have now moved to a principle-centric approach. This is what is described in PRINCE2 as "...the guiding obligations and good practice..." The manual goes on to say that unless all of the seven principles are applied to a project, then it is not a PRINCE2 project! Strong stuff.

Principles are not whims or fanciful ideas that change each year. They are universal and enduring, and they have been proven in practice over many years.

MSP and PRINCE2 are incredibly serious about this - I hope Hiscox are as well.

Transformation Time?

Recently I have been working with a client to look at aspects of Change Management, as they have embarked upon a 'Transformation Programme'.

Is this a time when organisations are considering the need to 'transform' in order to survive and thrive in changing economic conditions? Two of the areas in which we specialise - Programme Management and Change Management - are both seeing quite a high level of interest at the moment.

Is this because companies are recognising that it is through strong, proactive programme management that they can create the environment for organisational change?

Is it because every Pound, Euro or Dollar spent at the moment has to be justified and made to work hard? (Not a bad discipline at any time.)

Or is it because organisations recognise that "change is here to stay", as is often quoted?

Whatever the reasons, it is healthy and it makes enormous sense.

The discipline of project management, more widely known by many companies, is vital and necessary - but not sufficient.

Transformation requires us to address all aspects of change if we are to see the planned benefits be realised. Project Management is at the core of our efforts, but it must be fully integrated with our programme and change management too.

Time to transform the way we deliver...

Implementing MSP - some tips from a client

I have recently been working with one of our clients to explore the way in which they could best adopt and embed Managing Successful Programmes (MSP) into their practices and initiatives. Let me share a few of their ideas and next steps with you - they may be of help:

Roles
Raise the need for Business Change Managers (BCMs) and seek opportunities to resource the necessary staff. Start this with the appointment of BCMs on a given programme to demonstrate the benefits of the role.

Education
Plan follow-up conferences and more workshops to develop greater understanding of how programme management and Business Change Management can be embedded.

Create a tool for collaboration and development.

Create a forum - a community of best practice - amongst those who have attended initial workshops.

Arrange for a 2-hour introduction to MSP briefing for senior leaders.

Regularly communicate the added value of the MSP programme management approach - keep talking about it

Culture and Language
Recognise what is not going to change in the immediate future, but then focus on those things that can be changed.

Use consistent language (benefits, outcomes, outputs, capability) in a way that expresses key messages. Recognise that changes in language will take some time to embed.

Re-definition of existing programmes
Review existing programmes and confirm their visions, end goals, and expected benefits; identify any gaps or conflicts in visions and benefits; develop a proposal for the scope, timing, and expected benefits of a first tranche and engage with stakeholders to develop support and consensus

Provide early demonstration of added value through regular programme highlight report for all necessary committees.

This is not everything that they plan to do, or could do - just a sample. But they demonstrate real-world application, and that is where MSP can really make a difference.

No more Stakeholder Engagement

The UK's Local Government Association has compiled a banned list of the 200 worst uses of jargon, saying that such words and phrases must be avoided for staff to "communicate effectively".

The LGA's list includes suggested translations of some terms, such as "measuring" for the civil servant's favourite "benchmarking", "idea" for "seedbed", "delay" for "slippage" and "buy" for "procure".

Furthermore, town hall workers are urged not to use the words "mainstreaming", "holistic", "contestability" and "synergies".

All OK so far, but then they suggest banning 'Stakeholder Engagement', suggesting 'talking to people' as a better phrase. But as practitioners of project and programme management know only too well, stakeholder engagement is about much more than simply talking to people. Indeed, stakeholder engagement is one of the key themes that we should be addressing in all our projects and programmes.

Many of our clients identify that this is one of their weakest areas in their governance framework - why is that? Well, one reason could be that we all think that it is an 'easy' part of running projects and programmes that we take it for granted.

Moves such as banning the phrase are not going to help either.

No more stakeholder engagement?

Please, no - we actually need much more stakeholder engagement if we want success.in our initiatives.

Documentation - get it right

On our MSP and PRINCE2 courses we often have discussions about the level of documentation needed to run a project successfully.

This is a serious matter - too little documentation and we have little control over the project; too much documentation and we are weighed down by bureaucracy, or worse as this recent story illustrates. 

A Mexican illegal immigrant was stopped as he entered the UK when a search of his luggage uncovered a good luck card for his "new life in the UK".

The man, arriving at Manchester Airport from Los Angeles, claimed he was on a brief visit to a friend who was opening a restaurant in England's North West.

But he admitted planning to work illegally after border officers found the card and pages of Mexican recipes.

The 40-year-old chef was then removed from the country, a day after landing in the UK.

Documentation - get it right!

Benefits - what to measure

In Managing Successful Programmes (MSP) we are encouraged to make the benefits that we are intending to realise as quantifiable and measurable as we can. This is a good discipline for our programmes and indeed, projects. MSP goes on to say that it is 'preferable' that we measure our benefits in financial terms.

But how do we measure those things that cannot be measured financially?

Current thinking around the 'Triple Bottom Line' can prove to be very useful here:

 PROFIT

At one time, this was the ONLY bottom line. Although still vitally important to the success of any organisation, it can no longer be considered in isolation. Today, the economic bottom line must be viewed alongside many other factors to ensure your organisation is operating efficiently and effectively.

PLANET

Environmental considerations include not only the world around us, but the health and well being of employees, customers and the wider community. The healthier all environments are, the more sustainable we will be, and our economy will be. What measures can we apply here?

PEOPLE

Corporate social responsibility, support for our wider community, and ethical behaviour are all important in maintaining and growing a business. Operating without these considerations makes a organisation vulnerable to negative pressure from stakeholders such as customers, governments, and the public. Being a positive social force should be an objective for all organisations

The triple bottom line allows us to really address the range of benefits (and outcomes) that we are seeking through our change initiatives.

That's a lot of Project Managers!

I read somewhere this week that between 1.5 and 2 million people in the UK say that their job is that of a Project Manager.

Can that be right? Does that mean that we have millions of projects running at this very moment? Does everyone know what they are doing?

Let's help with a definition of a project:

"A management environment that is created for the purpose of delivering one or more business products according to a specified Business Case." [PRINCE2] That might come as news to many people involved in projects!

But with potentially so many projects around, is there an understanding of how we can manage and co-ordinate them as programmes? Another definition, this time of a programme:

"A temporary, flexible organisation created to co-ordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation's strategic objectives." [MSP] More challenges! How can we manage our programmes?

Given what we know of the success rate of projects and programmes, I believe we have some challenges.

• First, in learning, training and education - we have many people who require help to understand methods such as PRINCE2 and MSP and who need to develop skills and competencies in managing those projects/programmes.
• Second, there is the need to embed the principles, processes and techniques of good project and programme management into organisations and cultures - training courses are necessary, but not sufficient.
• Third, we must not forget what are often called the 'soft' aspects of project and programme management - the principles of change management come to mind here.

So, will those 2 million managers please form an orderly queue...