Buildingprojectmanagementcapability throughthecreationofamethodology

Author MelanieFranklin,ChiefExecutive, MavenTrainingLimited

Contents Overview................................................................................................................................3 Reasonsforadoptingamethodology....................................................................................4 Benefits..................................................................................................................................5 TheMavenapproach.............................................................................................................6 Conclusion............................................................................................................................12 CompanyOverview..............................................................................................................13

PRINCE2isaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomandothercountries MSPisaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomandothercountries M_o_RisaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomandothercountries P3M3isaTradeMarkoftheOfficeofGovernmentCommerce

Overview

Amethodologyisaseriesofactivitiesanddecisionsencompassedinalifecyclemodelwhichhasa start,middleandendrepresentingtheinitialdefinitionoftheproject,thecreationoftheoutputs or deliverables and the closure of the project when those deliverables are transferred to the customersorusers. Amethodologyincludes: Arecommendedsetofdocumentswhichmightincludeasetoftemplatesforadoption oneachprojectandasetofexampledocumentationwhichcanbeusedasanillustration ofthedepthofcontentrequired Rolesandresponsibilitiesforkeyroleswithintheprojectandforkeycustomersorusers Escalationroutesforprogressinformationandissues/risks Clarificationsofthetypesofdecisionsrequiredthroughoutthelifeoftheprojectandthe roleresponsiblefortakingeachdecision Techniquesfor'howprojectmanagementiscarriedoutincludingbudgeting,scheduling, riskanalysis,communication,contractandresourcemanagement The development of a methodology to successfully deliver projects has been led by the UK governmentsincetheearly1970s.Theirapproach,knownasPRINCE,hasbeenpubliclyavailable since the early 1980s and is regarded as a best practice approach for managing projects and successfullyimplementingchange. PRINCE2 is recognised as a worldclass international product and is the standard method for project management, not least because it embodies many years of good practice in project management and provides a flexible and adaptable approach to suit all projects. It is a project management method designed to provide a framework covering the wide variety of disciplines andactivitiesrequiredwithinaproject.
UKOfficeofGovernmentCommerce,2010

Togetthemostoutofanymethodologyitmustbetailoredtothecultureandcircumstancesof theorganisationthatisusingit.Ifitisnotalignedtothecontextoftheorganisationthenitcan becomeabureaucraticprocessthatdoesnotdeliverbusinessbenefits. MavenhasbeendevelopingmethodologiesbasedonUKbestpracticeforthelasttenyears.Inthis paper we outline the reasons for adopting a methodology, the business benefits that can be realised and the steps involved in creating a context specific approach to project and change management.

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 Failuresinmanagementcontrols,qualitystandardsandfinancialprobitycanoccurinthedayto daymanagementofanorganisationbuttheyarefarmorelikelytobeaproductofchange.All projectsdeliversomechange,andallchangebringswithitrisk,cost,complexityandpressure.The establishmentofamethodologyprovidesprotectiontotheintegrityoftheorganisationasit makesthechangesnecessarytodeliveritsstrategicobjectives. Aframeworkformanagingprojectsisnotaluxurybutanessentialelementofgovernancewhich providessystematicandconsistentdeliverywithstandardsandprocessesthatarevisibleand easilyunderstood. Thediagrambelowisanillustrationofthevariousreasonsthatourclientshaveaskedustocreate methodologies,frameworksandgovernancefortheirprojectmanagement. Insufficientidentification Nounderstandingoftotal ofprojectdeliverablesat costofprojectincluding thestart Nopreandpostproject changestobusinessas measurementssono Poorlydefined usualenvironment Duplication evidenceofbenefits benefits ofeffort beingrealised Insufficientchallenge Lackoffinancial Resourcesnot toprojectmanagers control committedwhen projectsauthorised Inefficient Lackof Lackofownership useof Organisational byseniormanagers resources Nodatabase Methodology control ofskilled resourcesto Nomasterproject Poorresource aidresource listorportfolio Quality planning Lackof selection ofinitiatives Standards throughput Reasonsforadoptingamethodology Currentstandards donotreflect complexityof environment Existing standards notfully adopted Frequentscope changeswith significantknockon effectstothebusiness Projectsroutinely deliverlate

Overtheyearstherehasbeenashiftinthereasonsforadoptionwhichisaproductofthe maturityoforganisations,theincreaseintheamountofprojectworkthattheyareundertaking andtheeconomicclimateinwhichtheyareoperating. In2010themostcommonreasonforadoptingamethodologyislackoffinancialand organisationalcontrolandadesireforefficientuseofresources.In2005themostpopularreasons formethodologyadoptionwerethedesireforqualitystandardsinprojectmanagementandthe needtoincreasethenumberofprojectsthatcouldbesuccessfullydeliveredbytheorganisationat anyonetime.

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Benefits

Spendonprojectsandchangeinitiativesdeliversvalueformoney: Itwillbuilddisciplineintotheprojectselectionprocesssothatonlyprojectsthatcan demonstrateclearlinkstodeliveryofstrategicobjectivesareauthorised Continuedspendonprojectsisbasedoncontinuedviabilityofthebusinesscasewhere expectedbenefitsaregreaterthanthecostoftheproject Itwillprovideanenvironmentwhereobjectiveassessmentisencouraged,motivating employeesatalllevelstoaskwhatisthiscontributingtoourorganisation Increaseinreturnoninvestmentinprojectsandchangeinitiatives: Economiesofscalefromconsistencyofapproachforallinvolvedinprojects,loweringthe numberofdaysspentindevisingtheapproachforeachproject Fewerofthewrongprojectswillbeauthorised,reducingthenumberoffailedprojects andthewasteoftheresourcesthattheyconsumed Byusingaconsistentapproachforallinitiativestherewillbeafasteridentificationofthose projectsthatarefailingtodeliverprogressasexpectedandamoreproactiveresponseto fixingproblems Efficiencyofresources: Speedsupthedeliveryofprojectsandtheoverallthroughputoftheprojectsthatproject teamscandeliverthroughstandardisationofcommontasks Prioritisationofresourceswillbebasedoncontributiontostrategicobjectivesandvalue formoneycontribution,ratherthanwhoshoutstheloudest Clarifiestherolesandresponsibilitiesofallthoseengagedinprojectactivity,ensuringthat thosewiththebestfitofskillsandexperienceareassignedtorelevantprojects Providesanenvironmentofcontrol(timeandcosts)thatsupportsthedeliveryofvaluefor moneysolutions Reducestheamountofresourceengagedinreinventingthewheelandwillencouragethe adoptionoflessonslearnedfrompreviousprojects Moretargetedapproachtochangingtheorganisation: Strengthenstheunderstandingofthebusinessprioritiesandtheactivityneededtodeliver thesepriorities Enablesfocussedandtargetedstructuralimprovementstotheorganisation Increasesthevisibilityofwhatisbeingchangedandtheimpactthatthesechangeswill haveonthebusinessasusualenvironment Increasesconfidenceofallstafftobecomeinvolvedinimprovingtheirpartofthe organisation Qualitymanagement: Appropriatequalitystandardsaredefinedatthestart Resultsinoutcomeswhichcanbesupportedbyanaudittrailofcosts,activitiesand resourcesconsumed Formsabaseforadoptionofqualitymanagementstandardsandexternalregulatory requirements Addsskillstotheexistingprojectmanagementtoolset Createsanenvironmentofcontinualimprovement
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TheMavenapproach

Thecreationofamethodologycanbeasignificantlearninganddevelopmentopportunityfor thoseinvolved.AtMavenweencourageasmuchclientparticipationaspossiblefromallofthose interestedinimprovingthedeliveryofprojectsandtheimplementationofeffectivechange. Reviewcurrent situation Agreescopeof methodology Agreeprojectteam Methodology creation Methodology implementation Wehavedevelopedasimplefivestepprocessthathasbeenusedonmanypublicandprivate sectororganisationsinthelasttenyearswithexcellentresults.Onreturnvisitstotheseclientswe findthecontinueduseofthemethodologythatwehelpedthemtodevelop. Thecoreoftheapproachoftenremainsthesamebutastheorganisationhaswideneditsadoption ofthemethodologyandmoreusershavebeeninductedintoit,enhancementsandamendments havebeenmade.Webelievethisisanexcellentexampleoftheenvironmentofcontinuous improvementthatweseektodevelop. Reviewcurrentsituation Understandvisionandstrategic objectivesoftheorganisation Numberof Typesof Reviewcurrent projects projects situation Current Scaleof framework involvement Perceptionof Motivationof CopyrightMavenTrainingLtd2010 Page6of14 success resources

Thecontentandstructureofthemethodologyisaproductoftheenvironmentinwhichthe organisationisoperating.Mavenusesachecklistofkeyfactorstoidentifythecurrentsituation andtheimpactofthissituationonthecreationofthenewapproachtoprojectmanagement.For example: Thenumberandtypesofprojectwillgiveanindicationoftherelativeimportanceof effectiveprojectmanagementtotheachievementofstrategicobjectives Thecurrentframework,theperceptionthatthebusinesshasofthesuccessofproject managementandthelevelofmotivationthatprojectresourceshavewillindicatehow muchofwhatcurrentlyexistsmightusefullybeincorporatedinthenewapproach.This includesadoptinganyterminologyalreadyinuseorusingexistingdocumentationsothat existingprojectscanbeeasilyintegratedwithprojectsrunningonthenewmethodology. Thisisparticularlyimportantifprojectsarebeingmanagedwithinprogrammesof interdependentprojects Therangeofinvolvementinprojectsbyvariousbusinessunitswillaffectthe documentationanddecisionsincludedinthemethodology.Forexampleifthereareonlya coupleofdepartmentsthatroutinelyapplyprojectmanagementtotheirwork,the escalationofinformationfordecisionsmightberelativelysimple.Ifnearlyalldepartments withintheorganisationareinvolvedinprojectmanagementthencontentheavy documentationincludinglotsoftechnicallanguagemaybeinappropriate,asgreater benefitswillbederivedfromalighttouchmethodologysuitedtoallmanagement disciplines Agreescopeofmethodology Define Prioritise benefits benefits Define Define Agreescopeof changescope projectscope methodology Agreelevelofapplicationto existinginitiatives Anunderstandingofthecurrentsituationwillleadtoanappreciationoftheperceivedproblems andareasforimprovement.Thiscanbeusedtodefinethebenefitsthatmethodologycreation mustrealise.Ideallythebenefitswillbeamixtureofquickwinsforissuesthataremoreeasily solvedandlongertermbenefitsthatarerealisedoncethemethodologyhasbeensuccessfully implemented. Examplesofquickwinsincludetheidentificationofamasterprojectslistandreportingtosenior managementonthescaleofchangeinitiativesacrosstheorganisation,whichusuallyfeeds prioritisationoftasksandimprovedresourceallocation.Anotherscopeconsiderationishowfarin theprojectlifecyclethemethodologywillgo.Forexampletheprojectmethodologymightinclude entrycriteriathatprojectsmustmeetbeforebeingincludedasvalidinitiativesandatthecloseof theprojectthemethodologymayincludeaspectsofchangemanagementthatimprovethe implementationofthenewdeliverablesintothebusinessenvironment.
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Manyofourclientsarekeentoensurethatsuccessfullyprojectdeliverydoesnotstopwiththe completionofdeliverablesontimeandtoanagreedbudgetbutalsoincludethesuccessful transitionintotheoperationalenvironmentandtheadoptionbystaffofthenewsystems, procedures,products,servicesandlocationsintotheirwaysofworking. Itisessentialtorealisethatthecreationofprojectmanagementstandardsandproceduresisnot takingplaceinavacuum.Theorganisationhasmanyinitiativesthatareinvariousstatesof progressfrominitiatingtotestingandimplementation.Itisimpracticaltohalttheseinitiatives whilstthenewlydevelopedmethodologyisapplied. Agreementneedstobereachedonhowtobringtheexistinginitiativeswithinthenewframework withoutslowingtheirprogressorduplicatingthecontrolsthattheyareusing. Agreeprojectteam Rolesandresponsibilities Agreeprojectteam Project Business specialists specialists Involvementofallofthosewhowillbeusingthenewmethodologyorwhowillberesponsiblefor monitoringitsuseshouldbeinvolvedinitscreation.Usersincludethosewhomanage,sponsoror participateinprojectsandthosewhoimplementwhattheprojectscreatefromfrontlinebusiness servicesandsupportservices. Therewillalsobeanumberofuserswithintheorganisationwhorelyonprojectprogressor costinginformationtodotheirjobsandtheyshouldbeincludedaswell.Theoperationofthis projectteamneedstobeagreedwithseniormanagement.Istheteamtoworkonthisalongside existingresponsibilitiesoristhisatemporaryfulltimeassignment? Participationintheprojectteamcanbeausefultoolforsuccessionplanningofkeyprojectroles asmorejuniorprojectresourcesareabletocontribute,networkwithandbechallengedbymore seniorcolleagues. Methodologycreation AgreePM Define techniques Documents Methodology Define Defineroles/ creation reportinglines decisions Hold Sizingmatrix workshops
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Themosteffectivewaytodeviseanentireframeworkforprojectmanagementistoworkshopthe lifeofatypicalproject: Sizingmatrix Identifyingthedocumentsneeded Clarifyingthedecisionsthatwillneedtobetaken Identifyingrolesandreportinglines Decidingwhatspecialisttechniqueswillbeusedtogetthejobdone Sizingmatrix Aseachsectionofthelifecycleiscompletedexceptionalitemsareidentifiedthatcoverspecialist projects,verysmallorlargeprojectsorthosethatinvolvecapitalexpenditure.Thekeytoa workablemethodologyistoincludeenoughspecificssothatitisausefulguideofwhattodo whenbutexcludetoomanyspecialistcaseswhoseinclusionmightmakeeachtasktoodetailed. Attheotherendofthescaleitisimpossibletoincludeeverythingsogeneralisationsofproject sizes,typesetc.willneedtobemade;thisshouldnothoweverallowtheguidanceinthe methodologytobecometoogenericandthereforeuseless. Clientsunderstandthattogetthisbalancewrongwillmeanalackofadoption,eitherbecauseitis sodetaileditisaddingalevelofbureaucracytotheorganisationorsogenericthatithasverylittle content. Documents Animportantsuccesscriterionofanymethodologyistocreateasuiteofdocumentsthatare relevanttotheenvironmentandhavesufficientcoveragetoprovideausefulrecordofactivities, assumptions,decisions,risks,changes,resourcesandprogress.Toomuchdocumentationcan impactoneffectiveprojectmanagementasthereisanimbalancebetweenmanagingtheproject anddocumentingtheproject. Decisions Ifthemethodologyistobeeffectivethentheremustbeclearlinesofauthoritybetweenthe projectmanagerandtheprojectsponsor(executive).Dependingonthecultureofthe organisationitmightnotbeacceptablefortheprojectmanagertohaveanyauthorityfor appointingexternalsuppliersortheremaybeanexpectationthattheprojectmanagerhasline managementauthorityoverallresourcesworkingontheproject. Asitisimpossibletopredictinadvanceallofthedecisionsthatwillbeneeded,theinitiallevelof authorityandthelevelofflexibilitythatcanbeappliedbasedonthetypeofdecisionisneeded. Forexampleifanimportantsectionoftheprojectisexpectedtotakefourweeks,shouldthe projectmanagerseekapprovalforadelayofonedayorshouldthatbewithintheirauthorityto manage?Alternativelyifitistodelivertwoweekslate,isthissignificantenoughtowarrantthe decisionmakinginvolvementoftheprojectsponsor? Rolesandreportinglines Toavoidduplicationofeffortandlossofproductivetimeasindividualsredefinetheirroleseach timetheybecomeinvolvedinaproject,themethodologymustspecifywhowillberesponsiblefor eachaspectofrunningorsponsoringtheproject.Themosteffectivemethodologiesinclude representativesfromtheusercommunityintheorganisationstructure.Thisensuresthatthe
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activitiesthattakeplaceareabalancebetweencreatingthenewdeliverablesandpreparingtodo thingsdifferentlyandusethenewdeliverablesinthedaytodayrunningoftheorganisation.A changemanagerandachangeteamareasimportantasaprojectmanagerandaprojectteam. Specialisttechniques Thesetechniqueswillincludetechnicalskillsforplanning,estimatingandbudgeting,riskanalysis andchangecontrolandinterpersonalskillsforeffectivecommunication. Thedurationoftheworkshopvariesforeachorganisation,usuallyfromonetotwodays. Dependingonthenumberofinterestedparties,thedepthoftheexistingapproachandthelevel ofunderstandingofprojectandprogrammemanagementbytheusersanumberofworkshops willberequired.Aftertheinitialworkshop,workstreamscanbeidentifiedtowhichdifferentusers canbeassigned.Forexamplewemightrunaworkshoptoestablishthesupportfunctionneeded forthedaytodayrunningofthemethodology(aproject,programmeorportfoliooffice)orthere maybeaspecialistworkshoponhowtodevelopsupportandbuyinforthemethodology.More technicalworkshopsmightalsobeheldtodefinetheapproachthattheorganisationisgoingto taketobenefitsrealisationorriskanalysisandmanagement. Methodologyimplementation Pilotthe Trainallusers methodology Methodology implementation Retrofitto Useforall existingwork newprojects Oncethemethodologyhasbeendevelopeditssuccesswilldependonthebreadthofitsadoption acrosstheorganisation.Ideallywewillcreateanunderstandingbyallstaffthatthisistheway projectsaremanagedinthisorganisation. Themethodologyshouldnotbeseenasaspecialistframeworkonlyusedbyafewproject managersbutshouldbetheprocessthatanyoneinvolvedinorimpactedbyprojectsturnstofor guidance. Theapproachtoimplementationwilldependonthetimeavailable,andthelevelofsupportand interestthathasbeendevelopedinearliersteps.Wehavehadsomeclientswhohavedecidedto implementacrossallprojectsfromdayonebutwehaveotherswhochoosespecificprojectsupon whichtopilottheapproach,buildingintimetolearnlessonsandmakeamendmentspriortoan organisationwiderollout. Forthoseprojectsthatarealreadyupandrunninganeffectiveapproachiseithertoignorethem andleavethemtoconcludewithoutadoptingthemethodologyortoapplythemethodologyonly fromthepointthattheyhavealreadyreachedintheirlifecycle.Forexampleiftheyarenearto closurethenthestepsassociatedwithclosurecouldbeapplied.
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Usertrainingcanmeandifferentthingstodifferentaudiences.Forthoseontheperipheryof projectactivitythisismuchmoreofacommunicationsandgoodwillexercisewherethebenefits ofhavingamethodologyaretobeemphasisedandahighlevelviewofthestructureprovided.For thosewhoareactivelyinvolvedinprojectmanagementtheyarelikelytohaveparticipatedin somewayindefiningtheapproachbutformaltrainingsessionscanbeusefulinensuringthat everyonehasthesamelevelofunderstanding.

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Conclusion

Aprojectmanagementmethodologydeliverssignificantreturnoninvestmentforanyorganisation thatisreliantuponprojectstodeliverchangeandsuccessfullyachievestrategicobjectives. Usingabestpracticeapproachandtailoringitfortheculture,environment,objectivesand ambitionsofyourorganisationcommunicatesyourbeliefinquality,gettingthingsdonerightfirst timeandacommitmenttocontinuedimprovementandenhancementofthewayinwhichyoudo business. IfIhadbeenwritingthispapertenyearsagothecreationandadoptionofamethodologywould havebeenoneofthefactorsthatmarkedanorganisationoutfromitscompetitors.Inthelast decadetheincreaseintheuseofprojectmanagementandthedesirebyorganisationsto continuallyadaptandimprovemeansthatisnolongertrue.Itisnowthoseorganisationsthatdo nothaveastructuredapproachforidentifying,developingandimplementingchangethatare markedoutasdifferentandwithanegativeconnotation.Weallknowthatthepaceofchange continuestoincreasedrivenbyeconomic,technologicalandsociologicalfactorsandthat whetherwelikeitornotonlytheflexibleandadaptableorganisationssurviveandprosper. Organisationsthatdonotdevelopanapproachtoprojectandchangemanagementthathas meaningandresonancefortheirstaffarerunninganincrediblerisk.Developingnewinitiatives withouttheabilitytocontroltheircreationeffectivelycaneasilyabsorbmanytimesthe anticipatedresources.Launchingtheseinitiativesintounresponsive,unpreparedareasofthe businessmeanthattheywillnotbeadoptedandthebenefitsoftheircreationwillneverbe realised. Creationofamethodologyisastraightforwardprojectbutitisonethatcandeliversurvivaland growthforthoseorganisationswillingtoimplementit.

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CompanyOverview

Mavencanassistyoutoaddressprojectmanagementinthewidercontextoforganisational development.Wecannotfixallofyourproblemswearenot,anddonotclaimtobe,a managementconsultancy.Wearehoweverexpertsincapabilitybuildingandcanworkwithyouto alignprogramme,project,riskandchangemanagementwiththeorganisationyouwishto become.Wehavetheexpertiseandexperiencetodothealignmentforyoubutitisourethosto transfertheskillsintoourclientssotheybecomeselfsufficientgoingforward.Ourservicesare designedtotapintoinitiativesdesignatedastransformationalchangeprogrammes,talent managementstrategiesetc.inotherwords,totakeourservicesoutsideofthenarrower definitionsofprojectmanagementandoftraining. Weapplyastaged,structuredapproachtocapabilitybuildingbyaddressing: Thesituation:wegatherinformationontheobjectivesoftheorganisationandthegoalsandkey performanceindicatorsthatneedtobemet Thepeople:weusebestpracticecompetenceframeworkstoassesscurrentcapability Thestructure:weconductamaturityassessmenttodemonstratewheretheorganisationis currentlyinrelationtorunningitsprojectsand,equallyimportantly,howitcanprogresstothe nextlevelofmaturity Thediagrambelowillustratestheapproachinmoredetail: Datagathering Results ActionPlan Howdowemovefrom Situation Organisationalcontext: currenttofutureposition? Strategicobjectives Assessment Assumptions,risks,constraints 1.Summarisecurrentposition: Organisationalmaturity Staffcapability Peoplecontext: Sizeofgapwillinfluence People complexityofassignment Business&commercial Capability Context Assessment Techniques 2.Clarifydesiredfutureposition: Planningthestrategy Organisationalmaturity Executingthestrategy Staffcapability Organisationandgovernance 3.Explaintherelevant interventionforeachtheme: Structuralcontext: Workshops Managementcontrol TrainingCourses Maturity Benefitsmanagement AssuranceServices Assessment Financialmanagement MentoringandCoaching Stakeholdermanagement PerformanceSupport Riskmanagement CareerPaths Organisationalgovernance TalentManagement Resourcemanagement SuccessionPlanning ThisapproachhasbeensuccessfullyappliedwithourclientsandMavenwillbepleasedtodiscuss itsapplicabilitytoyourorganisationinmoredetail.
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ForfurtherinformationaboutMavenTraininganditscapabilitybuildingservices pleasecontact: MelanieFranklin Telephone:02074037100 email:melanie.franklin@maventraining.co.ukoremail:info@maventraining.co.uk website:www.mavencapability.co.ukorwww.maventraining.co.uk