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Zone A. 10.00 Paul Major Program Framework 11.15 Christopher Worsley CITI Group 12.15 Adrian Dooley The Projects Group Ltd 1.30 Steve Tanner CA 2.30 Paul Taylor MWH . PM Communities of Practice.

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  1. Zone A 10.00 Paul Major Program Framework 11.15 Christopher Worsley CITI Group 12.15 Adrian Dooley The Projects Group Ltd 1.30 Steve Tanner CA 2.30 Paul Taylor MWH

  2. PM Communities of Practice Adrian Dooley – The Projects Group Ltd.

  3. What is a Community of Practice? ...a group of people who share a common concern, a set of problems, or interest in a topic and who want to come together to fulfil both individual and group goals. Overcome the problems that pm is ‘simple not easy’ by changing the culture of the organisation.

  4. Same old, same old Why projects fail.

  5. Reasons for project failure • Unrealistic expectations • Unclear or inadequate requirements • Lack of senior management support • Unrealistic expectations • Unclear or inadequate requirements • Lack of senior management support Initiation 33 years • Insufficient or excessive planning • Lack of resources • Insufficient or excessive planning • Lack of resources Planning • Ill-considered changes • Lack of end user input • Insufficient or excessive control • Poor delegation and supervision • Ill-considered changes • Lack of end user input • Insufficient or excessive control • Poor delegation and supervision Control • Poor or non-existent project closure • Poor or non-existent project closure Closure

  6. National Offender Management Service • There was inadequate oversight by senior management. • NOMS did not put the appropriate resources and structures in place to deliver such a complex project. • Programme management was poor in key aspects, including planning, financial monitoring and change control. • NOMS significantly underestimated the technical complexity of the project. • NOMS underestimated the need to invest in business change alongside the IT system. • NOMS’ contractual arrangements with its key suppliers were weak and its supplier management poor.

  7. PPR extracts • Lack of communication to the business • Clear communications plans should be developed to ensure regular updates are provided to business stakeholders. • PPR Reports • PPR Reports should be amended to be useful from a Sponsor Perspective. • A reluctance by operational staff to co-operate with project team • Stakeholders to be recognised earlier to ensure ‘business buy in’. • User requirements not tracked / documented. • More user involvement could have prevented late changes due to requirement misunderstandings

  8. How to succeed Right people Right projects Right methods Governance Professionalisation Portfolio Management Right culture Knowledge Behaviour Process models Tools & techniques

  9. Culture? “How things are done around here”

  10. Attitudes in the press • From‘Engineers must learn project skills for advanced networks, say experts’.Computer Weekly 29th Jan 2008 • “It is easier to teach an IT expert project management skills than it is to teach a project manager a lifetime of technical experience. Learning project management skills, such as PRINCE2 can make the network manager valuable to the company.”

  11. Knowledge vs Behaviour

  12. Corporate attitudes • “Ask not about the 0.94, but all the zeros?” • “Can you train everyone in Monte-Carlo analysis?” • “I know we are crap at running projects, I don’t need an assessment to tell me that”

  13. Capability immaturity 0: Negligent: The organisation pays lip service to implementing processes, but lacks the will to carry through the necessary effort. CMM level 1 assumes eventual success, CMM level 0 organizations generally fail to produce any product, or do so by abandoning regular procedures in favour of crash programs. -1: Obstructive: Processes, however inappropriate and ineffective, are implemented with rigour and tend to obstruct work. Adherence to process is the measure of success in a Level -1 organization. Any actual creation of viable product is incidental. Finklestein / Schorsch

  14. Coming of age Very different to a mid-life crisis!

  15. Establishing a Community of Practice • Clarity of purpose • Connecting people within a valued profession. • Social structure • Establishing dynamic social structures with common ground so that they can develop and facilitate improvement. • Technical structure • Providing a support platform for access to knowledge, learning and communication. • Shared practice • Sharing a body of knowledge which members develop together.

  16. Community of Practice SHARED PRACTICE Developed & maintained knowledge COMMON GROUND Professional identity Purpose Shared interest Continuous improvement Communal identity Right culture Willingness to share Best practice body of knowledge Regular interaction Standard processes Lessons learned Mutual respect COMMUNITY Social fabric of learning. “Hearts & minds” Case studies/papers Open to questioning

  17. Implementing a PCoP • A business change initiative, effected by work packages such as training, knowledge management, process and technology implementation – with a need to plan delivery, communicate and realise benefits. • What kind of person would you get to manage that?

  18. Practise what we preach Simple not easy

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