Developing Project Leadership Sarah Coleman Director, Business Evolution Ltd

1. Developing Project Leadership Sarah Coleman Director, Business Evolution Ltd Author “Project Leadership”

2. In a VUCA world - Project Leader vs. project leadership: why is it important? • 3 key competencies of a Project Leader • Organizational culture – and why this is important to you and your project • Project Leader’s Eight Lookings – how to ensure you’re focused on what’s important • Planning your career – moving from “managing” to ”leading”.

3. VUCA • The VUCA world • Increasing “projectification” of organizations • Part of skill set underpinning project success • New reality: moving away from project planning and control tools as the keys to success, and towards the management and leadership of people and their performance • Leaders vs leadership: providing leadership capability is not just left to ‘leaders’ • Every project, programme and portfolio manager needs elements of leadership capability to be effective • A strategic issue for businesses and government.

4. Leading vs Managing “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.” Stephen R. Covey

5. Part 1: Project leadership and the project leader The concept of leadership How research, models, techniques and ideas about mainstream organizational leadership are helping to shape current thoughts about effective project leadership Focus away from a technical skill base to focus more on people and results. Part 2: The role of the project leader during the key phases of the project lifecycle How the focus of the project leader changes through various stages of the project lifecycle. Part 3: The 3 key competencies of a project leader Those things over and above technical abilities that make the difference: business acumen, interpersonal skills and organizational intelligence. Part 4: Building personal and organizational capability Becoming an effective project leader, exhibiting effective project leadership Taking control of your development and the course of your career How your organization can assist your An idealised project leadership development programme.

6. The 3 key competencies of a project leader Those things over and above technical abilities that make the difference: business acumen, interpersonal skills and organizational intelligence. 1. Vision and the Big Picture Understanding how the project fits with the strategic direction of the organization, developing the vision for the project and aligning key players and other stakeholders • Project vision provides clarity and understanding about the project aims and outcomes • The Big Picture provides the context of market, economy, trends, political environment, etc • Understanding “success”: visible, implicit, latent • Crucial questions for projects: • The Strategic Question: What's the rationale and relevance? • The Stakeholder Question: What are the expectations? • The Activities & Processes Question: What will we need to do? • The Capabilities & Capacity Question:Do we have the necessary resources, skills and bandwidth to do this? • The Impacts Question: What do we want to happen as a result? • The Learning Question: How can we learn from this and how will we share it throughout the enterprise to help improve what we do?

7. The 3 key competencies of a project leader Those things over and above technical abilities that make the difference: business acumen, interpersonal skills and organizational intelligence. 2. Building Key Relationships Identifying, developing and maintaining relationships with key players • Identify the range of stakeholders and their particular attributes • Key players: sponsor, client, project team • Develop and maintain relationships • Dynamic not static: active and continued review, reappraisal and renegotiation throughout the project • Organizational intelligence • Recognizing the political dynamics • Improving your power base and influence.

8. The 3 key competencies of a project leader Those things over and above technical abilities that make the difference: business acumen, interpersonal skills and organizational intelligence. 3. Communication and Engagement different facets of communication, including branding and marketing, which help to build engagement with and commitment to the project • Building credibility and support • Strategic or tactical? • Essential or nice to have if time and budget permit? • Facilitating feedback • Traditional and non-traditional channels • Branding and marketing • Framing appropriate communication

9. Eight Lookings overview Wiring into stakeholders Looking upwards – The Executive Board Managing your governance team to achieve organisational commitment and engagement. Looking outwards – The client Managing the client, end user and external stakeholders (including suppliers and subcontractors) to ensure the project meets their expectations. Achieving the vision Looking internally – The organisation’s vision Understanding and aligning to the vision and strategy for the organisation and its stakeholders. Looking externally – The client’s vision Understanding and aligning to the vision and strategy for the client and their stakeholders. Keeping on the ball Looking backwards – The past Monitoring progress with appropriate control systems, to ensure that the project meets its targets and the team learns from its mistakes. Looking forwards – The future Planning in order to ensure that the team sets realistic targets, and obtains appropriate resources to achieve those targets. Focussing on results Looking inwards – My performance Managing yourself, by reviewing your performance to ensure that your leadership is a positive contribution to the project. Looking downwards – The team’s performance Managing the team to maximize their performance as individuals and collectively. Managing the visible and invisible, across disciplines, divisions, countries and cultures.

10. Project Culture Matrix™ • Process rules • Low level of collaboration and high level of centralisation. Organisation has: • Defined structure and hierarchy fordecision-making • Low cross-functional working or organisational networking opportunities or facilitation • Community rules • High level of collaboration and high level of centralisation. Organisation has: • Defined structure and hierarchy fordecision-making • High incidence of cross-functional working or organisational networking opportunities or facilitation High • Individual rules • Low level of collaboration and low level of centralisation. Organisation has: • Delegated authority and decision-making to appropriate levels and/or locations • Low cross-functional working or organisational networking opportunities or facilitation • Relationships rule • High level of collaboration and low level of centralisation. Organisation has: • Delegated authority and decision-making to appropriate levels and/or locations • High incidence of cross-functional working or organisational networking opportunities or facilitation Centralisation Low Low High Collaboration

11. The type of Project Leader / Leadership that thrives in each culture • Process rules • Low level of collaboration and high level of centralisation. Organisation has: • Defined structure and hierarchy for decision-making • Low cross-functional working or organisational networking opportunities or facilitation • What type of Project Leader/Leadership thrives in this culture? • Highly structured and organised, process driven • Recognises project governance team and sponsor critical to success • Feeds up, waits for and accepts decisions from more senior level • Recognises his/her power may come from the size and status of the project • Works well with influence and power based on position, role or title • Networking and relationship building not as important asformalised authority • Community rules • High level of collaboration and high level of centralisation. Organisation has: • Defined structure and hierarchy for decision-making • High incidence of cross-functional working or organisational networking opportunities or facilitation. • What type of Project Leader/Leadership thrives in this culture? • Able to insert self easily into established processes and structures, and work well within these parameters • Flexibility and adaptability • Organisationally intelligent: understanding power bases, influencers, able to build strong relationships and networks to own advantage and the advantage of the project High Level of centralisation • Individual rules • Low level of collaboration and low level of centralisation. Organisation has: • Delegated authority and decision-making to appropriate levels and/or locations • Low cross-functional working or organisational networking opportunities or facilitation. • What type of Project Leader/Leadership thrives in this culture? • High self-reliance and can develop support networks and relationships for self, team and project • Can work with ambiguity and uncertainty • Relationships rule • High level of collaboration and low level of centralisation. Organisation has: • Delegated authority and decision-making to appropriate levels and/or locations • High incidence of cross-functional working or organisational networking opportunities or facilitation. • What type of Project Leader/Leadership thrives in this culture? • Organisationally intelligent: understanding power bases, influencers, able to build strong relationships and networks to own advantage and the advantage of the project Low Low High Level of collaboration

12. Building personal and organizational capability Becoming an effective project leader, exhibiting effective project leadership. Taking control of your development and the course of your career. How your organization can assist your personal development. An idealised project leadership development programme 5. Talent Strategy 4. Sustained Sponsorship 1. Organisational Vision and Roadmap 6. Recruitment and Induction 2. Organizational Values and Culture 9. Mentoring and Coaching Provision 3. Projected Business Value 7. Career and Development Framework 10. Communities of Practice 8. Educational Interventions 11. Talent Program 12. Developmental Professionals 13. Project Execution 14. Performance Framework 16. Alignment to Human Resources(HR) 18. Functional alignment 15. Alignment with Academia 17. Alignment to Learning & Development (L&D) 19. Professional Body Alignment 20. Management and Coordination

13. Building personal and organizational capability Becoming an effective project leader, exhibiting effective project leadership. Taking control of your development and the course of your career. How your organization can assist your personal development. An idealised project leadership development programme Transition ModelLeaving behind the familiar and embracing the new • Values: on the basis that what you value is what you focus on, you must change what you value about your individual contribution. • Time: ashift in two dimensions is needed: • What you spend your time doing; • Horizon you are looking over. • Skills: accept losing familiar skills, welcome the discomfort of learning new skills. New skills Enhanced Existing Delegated Dropped

14. To celebrate the publication of Project Leadership 3rd Edition we are offering a 35% discount using the code PLE230

15. Thank you. Questions? Contact ….. Sarah Coleman Director Business Evolution Ltd +44(0)1636 893716 +44 (0)7999 879870sarah.coleman@businessevolution.co www.businessevolution.co http://uk.linkedin.com/in/sjcoleman @business_evolve