Ma naging to Objectives An alternative view to managing projects

1. Managing to ObjectivesAn alternative view to managing projects Elder Matias

2. Making it work We need to apply a pragmatic approach to ensuring our management system work even if unconventional. ____________________________________ “Organization doesn’t really accomplish anything. Plans don’t accomplish anything, either. Theories of management don’t much matter. Endeavours succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds.” Colin Powell

3. Understanding the Limits of Organisation Charts? • Traditional “Command & Control” approaches represent a narrow view of how organisations function • In reality effective R&D organisation function in clustered overlapping groups, and are project focused • Project structures are well suited to these conditions • Let’s look at the new ESRF org. chart......

4. ESRF – New Org. chart

5. Project Governance Dynamicsat a Synchrotron Familiar Problem ? Our challenge is flexible Project Management

6. “Endgame” • The term “End game” comes from chess, and is used to describe when and how a game will come to an end. • How we achieve the desired outcome. • Planning and executing “The Endgame” is one of our current weaknesses on project delivery. • On each of our projects we need to ask: • What is the desired outcome? • What is the Endgame? The challenge is motivating staff and providing focus and direction at the end of the projects

7. Picking the correct Outcome Marquee Experiment Use Case Vision • Fundamentally CLS is about enabling science • The outcome should be focused on improving scientific capability, capacity or quality. • The “Endgame” defines the intermediate objectives and strategy to get to the final goal. • Most of these objectives are a team endeavour across division boundaries.

8. Planning the WorkCompeting models? • Task based management • Customer submits request • We manage tasks • Well suited to the “Manual work model” • Workflow: Prioritise -> Assign -> Perform • Outcome (Objective//Results/Goal) based management • We manage outcomes • Empower staff to achieve goals • Traditional “Knowledge Worker” model We need aspects of both models

9. ComparisonCourtesy of Karen White, SNS-Oak Ridge (based on Drucker) Tasks Based | Project Based

10. “Knowledge Worker” (Drucker 1959) • Key attributes: • Management defines the outcome and is there to deal with problems that are encountered • The employees have responsibility and authority to manage themselves. • Ownership of systems, processes, work is important • The employee needs to have the correct information to make the correct decision (communication) • Continuous learning is an important • Usually the “Technical Challenge” of problem solving plays a critical role in stimulating the employee • Innovation, and Change play an important role • Balance between Quantity, Quality, etc.

11. Tuckman ModelA Team Dynamics Model • Forming – Team comes together, members try to find their place,are nice to each other and limiteddialogue. • Storming – The team has conflictsas it tries to resolve how the teamfunctions and roles of members. • Norming– The team settles on shared goal, there is compromise and the members gain ownership. • Performing – Team members are competent, know what they need to do, function autonomously, decision making becomes natural and obvious

12. Communication • Clarity on the project goal and details.... • E.g, Project Charter • Clarity on where to go.... • Staff need to know how to get decisions made and establish requirements • Ability to engage others • Staff need the feel safe being helpful to others and communicating • Open, honest communication that supports establishing expectations, understandings risks and conflict resolution • Staff need to feel “safe” tackling the hard problems • Build a sense of Momentum

13. Knowledge • Emphasis on insightful analysis and experimentation • Creating targeted IP (software, electronics, instrumentation designs) is the cornerstone of what we do in CID. • To be successfully we need to take and manage project risk. • Work collaboratively with our collaborators. • Infrastructure: • Knowledge management systems (Internal publication, external publication • Configuration management (MKS) • Test/prototyping facilities

14. Empowerment • The “End-game” of staff development is to develop: Engaged, empowered, competent, and confident professionals. • The level of empowerment and autonomy vary based on where staff are in the development life-cycle • Key role of management is to share and communicate the information staff need to make decisions that support the strategic and tactical goals; in other words providing the framework for staff to align their activities to the organisation

15. Collaboration • Many CID projects are cross functional, cross department/divisional and in many cases run across multiple organisations • Clear understanding of stakeholders and how to build a win-win situation. • Increasingly NSF and others recognise the importance of “virtual organisations” in big science project/program delivery • Understanding when to be flexible and when to be rigid.

16. What is our “End-game” missing? • How to manage Work & projects? • How to achieve agile & responsiveness process? Empowerment. ..... • How do we balance the trade-off between maximising scare resources and specialised technical resources; with clear and open communication with beamline scientists on a timely and responsive basis? • How do we govern projects, when our projects involve non-TS staff? • What are the other issues? • How do we speed up implementation with clear alignment and accountabilities? • To quote Skeeter: Who will do what by when?

17. Making it work We need to apply a pragmatic approach to ensuring our management system work even if unconventional. ____________________________________ “In complex situations we may rely to heavily on planning and forecasting and underestimating the importance of random factors in the environment. That reliance can also lead to a delusion of control.” Hillel Einhorn

18. Backup Material

22. Human Interaction Management (Harrison-Broninski 2006) • To Manage “Knowledge Workers” there are 5 key success factors: • Build effective teams • Communicate in a structured way • Create, share and maintain knowledge • Empowering staff and alignment of time and goals • Negotiate and collaborate on the plan

23. HIM Model(http://harrison-broninski.com/keith/him/HIM-quick-reference-card.html) Lets looks at each area in depths

24. Bringing It All Together • Software and Control System are inherently high risk projects • There are significant parallels between these types of projects and more broadly the type of projects we undertake at CLS • The CMM, and more recently the CMMI model are used to assess the ability of organisations to deliver such systems

26. Steps Forward? • Work management needs to support both models • Key challenges: • Deciding on the objectives • Aligning the objectives with the organisation • Understanding how objectives tie back to stakeholder and customer needs • Managing risk, innovation and supporting the IP creation process