Projektinhallintapäivä TTY:llä 19.08.2015 "projektit strategian jalkauttajina". Siitä pienestä erosta, mikä onkin iso Heikki J Mattila
Heikki J. Mattila, Managing Consultant +358 50 482 1120 heikki.j.mattila@midagon.com Successful real program/ project manager, 20+ years including big strategic programs and projects Deep understanding of the Program and Project Management Methodology. Key player in PM methodology creation and implementation in three big companies Quality Assurance as a key thing in program/project success Program and Project Management Coaching of 500 + programs and projects
We are Midagon Company Team of experienced professionals, each fully focused on client work with no internal responsibilities. Owned and operated by partners Profitable and seeking strong growth from productized service concepts. Founded 2006 Core competence Business and technology experience Program and project management capability Change leadership experience
Sisällysluettelo Voisiko Byrokratia olla sinunkin ystäväsi? Plan carefully Miten se voi olla niin vaikeaa erottaa eri asioita toisistaan? Business Benefits Realization Johdon tuki ja Johdon tuki Please do not cheat yourself John Lennon Change Management Change Control Please do not reinvent the Wheel Take the benefits of the company s Project Management methodology Kaikki totta, vaikka Kysymykset ja vastaukset
Case: Training plan Kaksi eri asiaa: Byrokratia & Turha Byrokratia Vain Turha Byrokratia on turhaa! Byrokratia - Turha Byrokratia = Tarpeellinen Byrokratia (Minimum Must concept)
If You Fail To Plan You Plan To Fail
Pre-Study Plan Deliverable Responsible Deadline Review by Business Owner nominated Person responsible for pre-study nominated Measurable objectives defined Scope defined Approval by Status Only One Slide! Comment Current State Analysis done What Target State Definition done By Whom When Quality Assurance Status Business Case defined Rough implementation plan defined Rough Solution and a Proposal for the Go approval created Please note: Large pre-study may need to be conducted as a project
Pre-Study Plan Deliverable Responsible Deadline Review by Approval by Status Comment Business Owner nominated Person responsible for pre-study nominated Measurable objectives defined Scope defined Current State Analysis done Target State Definition done Business Case defined Rough implementation plan defined Rough Solution and a Proposal for the Go approval created Please note: Large pre-study may need to be conducted as a project
Miten se voi olla niin vaikeaa erottaa? Current State Definition - Current State Analysis Current State Analysis - A Need for the Change Target State - Solution when in Target State Change - Business Benefits Change - Measurable Objectives Business Case - Business Benefits Realization
CS, CSA, TS, B/C, Objectives, Solution, Current State (CS) 1. Current State Definition There is something wrong with Process X, which has an important role in the strategic capability 123. Process X lead time is 12 days 2. Sitten Benefits 2. Current State Analysis 1. Ensin Competitors Lead time for the same muutos process is 5 days A Need for the Change We are too slow > We lose customers Annually 15 M of sales is lost Target State (TS) 3. Target State Definition We are faster than the competitors 4. Business Case: Faster lead time -> More sales - > Business Benefits Lead time 6 days -> 1 M a year Lead time 5 days -> 2 M a year Lead time 4 days -> 15 M a year 5. Measurable Objectives Process X Lead time to be 4 days Project Closing Criteria: Lead time daily max 4 days for 2 months in a row 6. Solution 5 days is not enough to pass the Portfolio Steering Group
Project Charter defines the Business Owner s needs
Project Charter, Business Benefit Realization Key Achievement Status Milestones Status Status of Business Benefit Realization How Business Benefit Realization is Measured? Approved change definition and business case is the baseline for comparison in later phases Project Initiated - First version of objectives and business case Project Authorized Project Planned & Organized Process/Concept Ready Working Solution Ready Ready for Final Go-live Change definition and business case matching objectives approved Plan available to achieve the change and targeted business benefits Concept available to bring the targeted change and business benefits Solution available to bring the targeted change and business benefits Organization is ready in order to meet the targeted change to reach the targeted benefits Objectives Achieved Project Closed Change is measured, Targeted business benefits realized / started to flow in Responsibility on business benefits realization follow-up agreed and handed-over
Missä vika jos Business Benefits ei realisoidu? Projektissa tietysti ja projektipäällikössä erityisesti Kyllä useissa tapauksissa, mutta ei aina B/C Quality Not done carefully Business Owner Project Manager B/C Quality Project Plan and Execution Quality Change Management Quality Not enough skills when needed etc. Done carefully, but wrong estimations of the Benefits Not done carefully Not done carefully/enough Not enough resources available Business Owner Project Manager Steering Group Business Owner Project Manager Company Policy Line Management
Missä vika jo Business Benefits ei toteudu Väärä säästäminen Savings in the Resource Costs can be smaller than the lost of the Business Benefits Particularly the company s own key resources And especially if there are too many projects at the same time All projects will be late Business Benefits will realize late Things changes round the project - Business Case does not fly any more No benefits at all, only costs will realize
Ilman kunnollista johdon tukea, erityisesti johtoryhmää*) projektin on vaikea onnistua Johtoryhmä Tukee Välittää Vaatii Hyväksyy Sitoutuu Act as Change Agents Johtoryhmäkin tarvitsee tukea Steering Group Guidebook Coaching Meetings outside the SG meetings *) Oikea johtoryhmä (pieni please) tai joissain tapauksissa vain Product Owner 15 Case: APAC
Ilman yhteistä johtoryhmää projektin on vaikea onnistua Ei näin Biz IT
Ilman yhteistä johtoryhmää projektin on vaikea onnistua Projektitiimi ja johtoryhmä ovat samassa veneessä Ja Business ja IT mahtuvat samaan veneeseen Ja kyllä sinne mahtuvat Asiakas ja Toimittajakin Kaikki tarvitaan Business hyötyjen realisoitumiseksi R n R on tärkeää! Roles and Responsibilities Ja Rock n Roll
Quality of the Steering Group Decisions John Lennon Heikki J Mattila Poor Steering Group decisions are over! If You Want It
Quality of the Steering Group Decisions Please do not cheat yourself Red = Not completed or did not pass the Review Yellow = Not completed and/or did not pass the Review We should not have any Conditional approvals at all Green = All done with good Review results
Change Management On aivan eri asia kuin Change Control 20
Change Management Change Control Projektipäällikkö on onnistunut Change Managementissa, kun projektin tuovan muutoksen tulevat käyttäjät soittavat jatkuvasti ja kysyvät: Koska me oikein saadaan ruveta käyttämään sitä uutta hienoa ratkaisua, minkä projekti tuo? Change Control varmistaa kontrolloidun muutoksen jo hyväksyttyihin projektin tuotoksiin (e.g. Project Scope, Schedule, Costs, Process Definition) Impact Analysis! Minimum Must Stakeholder Management Plan Change Impact Analysis Communication Plan Tärkeää on, että yrityksessä/yksikössä on selvä yhtenäinen käsitys siitä mikä on Change Management ja mikä on Change Control. Miten muuten voi korostaa CM:n tärkeyttä, kun puolet käsittää sen väärin 21
Please do not reinvent the Wheel Ota hyöty standardeista Templatet ovat ystäviäsi Ne mahdollistavat sen, että voit käyttää kykysi, aikasi ja energiasi siihen että projekti tuottaa Business Benefitit. Sitähän se Business Owner tilaa. Ei templatejä. Case 1M
How to ensure to take the benefits of the company s (unit s) Project Management methodology 1. Provide strong visible Management support From as high as needed This is good We need this We all must use this (All = management, SG, Program/project manager, portfolio manager etc.) Steering Group s responsibility is to take care that we take the benefits of the Project Management Methodology Coaching is available. Every project to contact the coach as the first thing when starting any work for the program/project Refer to this support when needed 2. Proper Change Management Stakeholder Analysis Change Impact Analysis What does it mean to company, my unit my program/project, to each role in the program /project Communication Plan 3. Proper training Normal training actions: Plan, training material preparation, training arrangements, feedback collection, enhancements Measure the training: Sessions held, trainees attended the trainings Measure the learning 4. Provide the Coaching Do the Coaching Concept Nominate the Coaches, ensure there is allocated time for the coaching Arrange the Coaching network management Coach Tarpeeksi hyvä riittää Oikein käytetty menetelmä takaa onnistuneen projektin, mikä jalkauttaa strategian
Yhteenveto Jos haluat menestyvän projektin strategian jalkauttamiseen, niin Suunnittele projekti huolella Tee projekti suunnitelman mukaan Riippumatta yksikön käytössä olevasta menetelmästä Varmista business hyötyjen toteutuminen koko projektin ajan Varmista johdon voimakas tuki Älä narraa itseäsi eikä muita Tee huolella Change Management Change Control Ota kaikki hyödyt yrityksen projektihallintamenetelmästä Älä keksi pyörää uudelleen. Keskity projektilta tilatun muutoksen tuottamiseen Vain turha byrokratia on turhaa Muista, että hymy ei ole tehokkuuden vastakohta
Kiitos! Ja sitten kysymyksiä Heikki J Mattila heikki.j.mattila@midagon.com +358 50 4821120