Implementation 12

Project Management
Implementation
Uniting opposing forces

Frank van Dam

Van Dam Orenda bv is an ACO (Accredited Consulting Organization) for PRINCE2 ®, MSP® , and P3M3 ®
PRINCE2 ®, MSP® and P3M3 ® are Registered Trade Marks of the Cabinet Office
The Swirl logo™ is a Trade Mark of the Cabinet Office

implementing PRINCE2
2

1.
2.
3.
4.

Project performance in general
Performance and Maturity
Success factors
Implementation of PRINCE2

3

1. Project performance
in general
Van Dam Orenda
Product Development Consultants

4

Small, random selection
Standish, cited most, 1995 and 2001
Software hall of shame, IEEE 2005
PWC research 2004 en 2009
School of the Built Environment 2009
QUT: creating value with PRINCE2, 2010

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Software hall of shame….

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The state of PRINCE2
according to QUT
“…PRINCE2 is perceived as a robust, … framework
which underwrites project success,"

"However ..success is dependent upon:
organizations developing skills in project leadership
and project governance
as well as adeptly managing the accompanying
organizational change”.

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2. Performance and maturity
Van Dam Orenda

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Maturity
5 steps to growth
Borrowed from CMM
Step 3 is the hardest
(really making
processes a standard
that is followed)

business case maturity models
10

Performance = f (maturity)


31-10-2013

p. 11

3 cheers for techies:
sector

Estimated maturity level

CEO

PM

desired

Consumer

2+

1+

3,5

Financial

2,5

1,5

3,5

Tech + ict

3

2

4

Pharma

2,5

1,5

4

Public

1,5

≈1

3

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Implication:
2 types of maturity levels
Current level
Indicator for
performance

Desired level
Based on strategy,
goals, competition,…..

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Implication:
2 types of maturity levels
Current level
Indicator for
performance

Desired level
Based on complexity,
strategy, goals,…..

14

3. Success factors
Van Dam Orenda

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Innovation has nothing to do with how
many R&D dollars you have….
It’s the people you have,
how you’re led,
and

how much you get it.

16

Succes

factors

17

The state of PRINCE2
according to QUT
“…PRINCE2 is perceived as a robust, … framework
which underwrites project success,"

"However ..success is dependent upon:
organizations developing skills in project leadership
and project governance
as well as adeptly managing the accompanying
organizational change”.

18

Successful
Change
in 8 Steps

19

6.b. Successful Change in 8 Steps
A. Set the stage
Steps 1 and 2

B. Decide what to do
Step 3

C. Make it happen
Steps 4 to 7

D. Make it stick (8)

1. Create sense of urgency
2. Pull together a guiding team
3. Develop vision of change
and strategy
4. Communicate for
understanding + buy-in
5. Empower others to act
6. Produce short term wins
7. Don’t let up
8. Create a new culture

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Successful change alternative:

Spirit lends

the power

Need makes you move

Structures evoke

Vision sets the course

Capacities make it
possible

Success makes believe

Systems enforce

Stories

Actions

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4. Implementation
of PRINCE2
Van Dam Orenda

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Effective Implementation of
PRINCE2: (top down)
A. Create conditions

B. Method itself

C. Fitting organisationalchange

1. Project governance
2. Project-leadership
3. Building dedicated
processes and themes
4. Able execution of roles
5. The bigger the change,
the tougher the change
6. Using MSP and Kotter

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1. Project governance:
Agreed selection (portfolio) of projects
number, type, contribution to organisation
In the right manner (“assurance” / maturity)
Properly crewed (see 2)

Contribution to the organisation:
a) Strategic importance, nature of the projects
b) Position within operations and environment
a)
b)
c)

Matrix: line vs project
Benchmarks and gate(way) reviews
Competitor comparison

24

2. Project-leadership (board + PM)
Two sides:
Hard skills (foundation, practitioner etc)
Soft skills (leadership, negotiating,..)

To be created using a dedicated recuritment & training
programme
Talent-Pool created and maintained (P3O, centres of
excellence)

Rules for engagement
(in board between sr supplier and exec)

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3. Building dedicated processes
and themes
According to PRINCE2
Fitting with your circumstances
Connecting with specialist content
In 3-5 “popular” types
Developed by or with Centre of excellence

Often hard to see: requires abstract thinking

26

4. Able execution of roles
Provide guidance with handbooks, procedures etc
Specifically designed for each type of project
Train and evaluate, learn the lessons learned
P3O, centres of excellence

Train, train, train (in PRINCE2 and your approach)
Match (the teamroles; for hierarchy + team)

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5. The bigger the change; the
tougher the change:
a) Importance, position, need
The bigger the need, importance, size of projects:
the bigger, more formal and more integral the change
trajectory
And…., the bigger the stricter the governance must be;
this usually calls for a culture change.

b) maturity gap to be bridged:
1 level step takes (on average) 1 to 1,5 yr!
Hints per step in maturity model (for PRINCE2 and
governance)

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6. a. Using MSP
MSP = Managing Successful Programmes
Programme Management = implementation of a portfolio
of projects and activities that together achieve outcomes
and realise benefits that are of strategic importance.
Vision – Blueprint – Tranches – Benefits
To include “hard”and “soft” aspects!

29

6. a. Using MSP; blueprint example

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6.b. Successful Change in 8 Steps
A. Set the stage
Steps 1 and 2

B. Decide what to do
Step 3

C. Make it happen
Steps 4 to 7

D. Make it stick (8)

2. Pull together a guiding team
3. Develop vision of change
and strategy
4. Communicate for
understanding + buy-in
5. Empower others to act
6. Produce short term wins
7. Don’t let up
8. Create a new culture

31

Tell people that change is important and needed
soon
Know the current issues, areas of challenges, and
places where opportunities are for change
From maturity benchmarks, comparisons

Know the leaders and followers
Obtain agreement about how important making
changes are
Stakeholder analysis (Sunflower, force-field etc)

32

2. Pull together a
guiding team
Build a strong group that will help you implement change
With enough
Leadership / Power
Skills / Credibility / Authority
Sense of urgency

to make the change happen

33

3. Develop a Vision of change and
Strategy
Create a positive vision for where change will take the
organisation
Include:
the opportunities change will bring and
the hopeful future being created

Develop a plan for getting to the destination you have
talked about
MSP: blueprint and benefit map

34

4. Communicate for understanding
+ buy-in
Use every resource possible to always discuss the
new visions and plans
The change team and sponsors should act as role
models for the behaviors of followers

35

5 Empower others to act
Work hard to get rid of obstacles (both actual and
perceived)
Change the systems that block change
Encourage followers to:
Take logical risks
Think outside the box
Use non-traditional ideas, activities, and actions

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6. Produce short-term wins
Create small steps where people can have successes
Reward the people who achieve the goals/small steps
Because change is a long term process

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7. don’t let up
Demonstrate change through your small steps and
successes:
Use this credibility to change all of the policies that no
longer fit the new vision
Hire and promote individuals with the talents to make the
change real

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8 create a new culture
Hold on to the new ways of behaving
So that the change becomes a part of the daily routine in
your group
Make sure that systems, policies and incentives match the
change

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How can we help you to
implement PRINCE2?
Van Dam Orenda
product development consultants
PB 62
7620 AB BORNE, NETHERLANDS
+31-74 - 250.9155
www.orenda.nl
Frank van Dam
vandam@orenda.nl


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Implementation 12

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