Opdrachtgeverschap op een hoger plan: het kan!
Michiel van der Molen & Henny Portman De Meern 2014, Febr 13th
Sponsors IPMA-NL Hoofdsponsor
Sponsors
Kennispartner
IPMA session 2014-02-13
Opdrachtgeverschap op een hoger plan: het kan! Veel projectmanagers lopen er tegenaan: opdrachtgevers en stuurgroepen die niet optimaal functioneren. Initiatieven om hier verbetering in te brengen blijken lastig te zijn. Maar waarom is dit zo lastig? Welke aanpak werkt wel? En wat levert dit in de praktijk op? Een duo-presentatie, waarin Michiel van der Molen vertelt over de vier principes van succesvol opdrachtgeverschap: hoe ze in de praktijk tot stand zijn gekomen en – op basis van jarenlang onderzoek – hoe managers in verschillende sectoren deze toepassen en wat dit hun organisatie oplevert. Henny Portman is binnen ING Insurance en Investment Management al jaren degene die zich met veel passie bezighoudt met professionalisering van opdrachtgeverschap. Hij vertelt waar hij begon, hoe hij het aanpakte en wat hij heeft bereikt. Beide sprekers voeren graag de dialoog. Michiel van der Molen heeft ervaring met veranderingen in de rollen van opdrachtgever, project- en programmamanager, manager projectmanagement, adviseur, trainer en auditor. Hij schreef Projectmanagement voor opdrachtgevers, De vier principes van succesvol opdrachtgeverschap, waarvan al meer dan 12000 exemplaren verkocht zijn. Het trainen en begeleiden van opdrachtgevers en stuurgroepen is zijn kernactiviteit. Hij schreef verder Waarom doen we dit eigenlijk? De businesscase als succesfactor voor projecten en Batenmanagement draait om mensen. Henny Portman is verantwoordelijk voor methoden, technieken, standaards en opleidingen binnen het PM(O) domein van ING Insurance en Investment Management. Heeft PMO’s opgezet of geprofessionaliseerd en laten samenwerken binnen (Oost-)Europa en Azië en geeft trainingen en workshops aan onder andere projectmanagers en stuurgroepleden. Hij is eigenaar van en blogger op hennyportman.wordpress.com, auteur van PM(O) boeken en publiceert regelmatig artikelen. Naast ING is hij voor 1 dag in de week als partner verbonden aan Hedeman Consulting.
Biography: Henny Portman • • • • • • • •
Joined ING in 1981 Tiel Utrecht Verzekeringen: Developer/Analyst/Head System Development Consultancy ING Fatum Paramaribo, Suriname ING Investment Management Nederland: Head IT ING Investment Management Europe: PMO Head ING Insurance Central Europe: Regional PMO head ING Insurance STO: Global PMO Head I build hub and spoke PMO’s in Europe and Asia
Now: • PMO Consultant for Insurance/Investment Management • Partner Hedeman Consulting • APMG certified PRINCE2, MoP, P3O trainer • Co-owner Project Management portal, Blog • Author of PM articles and books
Principles of Project Governance A retrospective Henny Portman Central PMO Februari 2014
Agenda • • • • • • •
Introduction Overview of Project board awareness workshops Approach Standard agenda Results Lessons learned Discussion catalysts / accelerators
Project Board Awareness workshops First workshop for Investment Management 2005
Greece 2008: pilot
2008 – now: Netherlands, Hungary, Czech, Slovak, Bulgaria, Russia, Poland, Romania, Spain, Greece, Turkey, Japan
>25 workshops
2011-2012: Japan, China, Korea, Hong Kong, Malaysia, India
2013 – now: consultancy/support for local transformation programs too
Approach Issues regarding the Project Board • • • •
Unclear roles and responsibilities Unclear tasks and competencies Incorrect composition Unsatisfactory expertise
Project Board Awareness Workshop Step 1 From outside to inside
Learning on the job Putting the theory into practice
Step 2
How to keep the PM under control and on track
practice, practice, practice
Step 3
Step 4
From inside to outside
Maturity assessment
Standard Agenda • Introduction o Usage of pictures representing the ideal Project Manager
• Discussion about key success factors o Usage of: open question, overview Mckinsey, Chaos Laws
• ORM minimum standards on Project Governance • Theory of the four principles of successful project ownership o Discussion about executive responsibilities - Usage of open question, overview
o Discussion about PM responsibilities, competences - Usage of open question, competence house o Explanation governance structures, Who should be on the boards?, Management by Exception
• Discussion key projects/programs • Follow on actions
Results Increased success rate More clarity on their roles and responsibilities Smaller project boards Shorter project board meetings
Better cooperation between PM and Executive Aligned behavior or the ‘Amber’ appetite To give those workshops by yourself gives you credits to ask for … Frequent flyer Platinum card
The ‘Amber’ appetite previous
Planning Scope Financials
Current
The ‘Amber’ appetite
Lessons Learned
Discussion catalysts / accelerators
Different methods: positioning,
governance structure
Governance issues within their own projects/ programs
Ideal PM Project Success Factors Executive Responsibilities
Overview four project governance principles
PRINCE2 principles PM responsibilities/ competences
PB maturity scan
Project Success Factors Project success factors • Clear objectives
Categories Managing strategy and stakeholders
• Executive support • Well-defined business case • Alignment of major stakeholders
• Minimized, stable project scope • Robust vendor contracts with clear responsibilities
Overarching goal is project success
Mastering technology and content Building team and capabilities Excelling at projectmanagement practices
Source: McKinsey
• User involvement to shape solution • Standardized, proven software technology • Experienced project manager • Qualified and motivated project team • Sustainable mix of intern. and extern. resources • Reliable estimates and plans, appropriate transparency about project status • Proven methodologies and tools
Standish Chaos laws
Cheetah’s Law
Cheetah’s Law The Cheetah’s Law supports the second CHAOS Success Factor of Executive Support, and states that swift decisions are typically better than long, drawnout analysis. Projects that have an active and responsive executive sponsor fare better than those left to hang alone without a champion. Project success depends a lot on swift and decisive decisions. Try to avoid analysis paralysis.
Success factor: Executive Support 16
Project Board Maturity Assessment ING BU xxx, date Assessment model: PM’s PB
Development phases Phase 1, mandatory but free phase
Phase 2, Procedure phase
Phase 3, project mature phase
Phase 4, business mature phase
Goal
That’s how it should be
Project control
Project results
Business results
Composition
“Volunteers”
Conform PRINCE2
Experienced
Experienced and owner
Directing
Incident driven
Control
Product focus
Business case focus
Project Board meeting
Basics in place
PM sets
Executive sets
Milestones and exceptions
Politics
Naïve
Ego, fight
Project interest
Business interest
Executive and Project Manager
PM dominates
have to work together
Cooperation
Perfect match
Quick wins
2
Assessment aspects
3
1
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