not as we know it! @brendandcruz +LinkedIn BCS PROMS-G (Webinar) - - PowerPoint PPT Presentation

It’s a change initiative, Jim, but not as we know it!

• Dr. Brendan D’Cruz

MBCS CITP CEng MAPM ChPP FHEA brendandcruz@bcs.org @brendandcruz +LinkedIn BCS PROMS-G (Webinar) 26th May 2020

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Background

• Most recently a Programme Manager involved in business transformation at a social

housing association + community development projects/programmes

• Chief Examiner/Chair of Examination Technical Assurance Group for the Project

Professional Qualification (PPQ) at the Association for Project Management (APM)

• Assessor for the APM Registered Project Professional (RPP) designation (precursor to

ChPP status), having been the Lead Verifier from inception up to July 2014

• Former Head of Department: Business & Computing at University of Wales, Newport;

also Principal Lecturer at University of Northampton/University of East London

• Formerly on the BCS Project Management Specialist Group (PROMS-G) committee as

Event Development Manager and Regional Coordinator for Wales; Founding Chair of BCS Northampton Branch

• Contributed articles and views to Project Manager Today, Project Magazine and BCS

Project Eye blog, various PROMS-G presentations - certifiable Trekkie!

Session Outline

• To Boldly Go …
• Why ‘Change Initiatives’ ?
• Competence, P3M Maturity and

Role Profiles

• Stretching the Analogy: A

Discussion of P3M Roles and the PMO (in line with the Star Trek universe)

• Q&A box – see panel …

To Boldly Go … Why? Where?

Every “enterprise” should have a vision, mission(s), strategies, plans, CSFs, KPIs, resources … Strange New Worlds …

Why ‘Change Initiatives’?

• Problematic to differentiate between project,

programme, portfolio and how this interfaces with the PMO – the “Trouble with Tribbles” = the “problem with P words” …

• Who does what?
• What do you call them?
• How much should you pay them?
• Does everybody understand what they do?

Competence, P3M Maturity and Role Profiles … Who? What? How? When?

• Delivered through change initiatives including

projects, programmes and portfolios (P3M)

• Individual competence and professionalism
• Team development and performance
• Organisational processes and tools/methods

Competences … x27

• Ethics, compliance and professionalism * Team management *

Conflict management * Leadership * Procurement * Contract management * Requirements management * Solutions development * Schedule management * Resource management * Budgeting and cost control * Risk, opportunity and issue management * Quality management * Consolidated planning * Transition management * Financial management * Resource capacity planning * Governance arrangements * Stakeholder and communications management * Frameworks and methodologies * Reviews * Change control * Independent assurance * Business case * Asset allocation * Capability development * Benefits management

• P3M and PMO roles vary in terms of experience, knowledge,

application and awareness of these competences in complex and/or non-complex situations …

• Associate, Intermediate, Advanced, Master, Specialist …

Ratings Scale for Suite of Role Profiles

• 1. AWARE
• (A) As only awareness is required at this level, no application is expected
• (K) Has an awareness of the knowledge needed for the competence.
• 2. PRACTISED
• (A) Applies the competence under supervision, primarily in noncomplex situations.
• (K) Has a working knowledge of, and can describe, the competence.
• 3. COMPETENT
• (A) Applies the competence independently, primarily in situations of limited complexity.
• (K) Has a comprehensive knowledge of the competence in situations of limited complexity.
• 4. PROFICIENT
• (A) Applies the competence independently, primarily in complex situations, supervises others

applying the competence

• (K) Has a detailed knowledge of the competence in complex situations and can critically evaluate and

adapt as required.

• 5. EXPERT
• (A) Applies the competence independently, primarily in complex situations, recognised as an expert

by other senior professionals, who is called on by others for advice on the competence

• (K) Has an in-depth knowledge of the competence in complex situations, can critically evaluate,

adapt or develop new theories and/or methods if required and educate others

• Levels 1-5 against competences x 27 for each P3M and PMO role per required level of expertise …
• NB: Full role profiles are available under licence from the Association for Project Management (APM)

Who is Listening?

How competent do you think you are ? (Poll)

Project Management (PM)

• Projects deliver OUTPUTS that have benefits
• Project managers are responsible for this even

if they do not have a PM job title

• Use a range of tools, techniques and soft skills

to help facilitate effective delivery and success

• Does it help to be competent and

professionally qualified to fulfil the role?

Project Manager Role Profile (APM Intermediate)

• At this level, a Project Manager is able to lead a project

with limited complexity which signifies that they have demonstrated the corresponding level of experience in addition to the ability to apply project management

• knowledge. The Project Manager has responsibility for

projects with limited complexity or assists on a complex project.

• Typically practices 14/27 competences in complex

situations, may have 6/27 under supervision in non- complex situations, aware of 6/27 other competences

• 1/27 competences is not required – Which is it?

Competences … x27

• Ethics, compliance and professionalism * Team management *

Conflict management * Leadership * Procurement * Contract management * Requirements management * Solutions development * Schedule management * Resource management * Budgeting and cost control * Risk, opportunity and issue management * Quality management * Consolidated planning * Transition management * Financial management * Resource capacity planning * Governance arrangements * Stakeholder and communications management * Frameworks and methodologies * Reviews * Change control * Independent assurance * Business case * Asset allocation * Capability development * Benefits management

• P3M and PMO roles vary in terms of experience, knowledge,

application and awareness of these competences in complex and/or non-complex situations …

• Associate, Intermediate, Advanced, Master, Specialist …

Project Professional Qualification (PPQ) Assessment Criteria

Module 4: Project Management

• Prepare and maintain definitions of the requirements of a

project

• Determine the most appropriate solution to satisfy

requirements within the context of a project’s objectives and constraints

• Secure the provision of resources needed for a project from

internal and/or external providers

• Agree contracts and statements of work for the provision of

goods and/or services, monitor compliance, and manage variances

• Develop, maintain and apply quality management

processes for project activities and outputs

Star Trek Best Fit?

Programme Management (ProgM)

• Programmes deliver OUTCOMES
• These could include multiple projects, benefits

realisation and business as usual activities

• Use a range of tools, methods and soft skills to

help facilitate effective benefits management

• Do you have to be a Project Manager before

you can be a Programme Manager?

Programme Manager Role Profile (APM Intermediate)

• At this level, a Programme Manager is able to lead a portfolio with

limited complexity which signifies that they have demonstrated the corresponding level of experience in addition to the ability to apply programme management knowledge. The Programme Manager has responsibility for programmes with limited complexity or assists on a complex portfolio.

• Typically practices 17/27 competences in complex situations, may

have 3/27 under supervision in non-complex situations, aware of 6/27 other competences

• Should business change and transition management be integral?

(e.g. MSP)

• Isn’t this just a “Change Manager” role with some PM acumen?
• 1/27 competences is not required – Which is it?

Competences … x27 (again)

• Ethics, compliance and professionalism * Team management *

Conflict management * Leadership * Procurement * Contract management * Requirements management * Solutions development * Schedule management * Resource management * Budgeting and cost control * Risk, opportunity and issue management * Quality management * Consolidated planning * Transition management * Financial management * Resource capacity planning * Governance arrangements * Stakeholder and communications management * Frameworks and methodologies * Reviews * Change control * Independent assurance * Business case * Asset allocation * Capability development * Benefits management

• P3M and PMO roles vary in terms of experience, knowledge,

application and awareness of these competences in complex and/or non-complex situations …

• Associate, Intermediate, Advanced, Master, Specialist …

Project Professional Qualification (PPQ) Assessment Criteria

Module 5: Programme Management

• Identify, define, evaluate, plan, track and realise the business benefits of

change initiatives

• Plan the integration of the outputs of a project or outcomes of a programme

into business as usual, addressing the readiness of users, compatibility of work systems and the realisation of benefits

• Plan and control the finances of related projects and business as usual

activities in a programme, as a means of driving performance and as part of the organisation’s overall financial management

• Prepare and maintain an overall schedule for resource use across projects in

a programme, which avoids bottlenecks and conflicting demands, and which sequences outcomes in order to enable the efficient realisation of benefits

• Evaluate frameworks and methodologies used to ensure that the

management of programmes will be comprehensive and will be consistent across different projects

• Ensure that information from related projects is valid through independent

assurance, and that the programme is likely to achieve its aims

Star Trek Best Fit?

8472

Portfolio Management (PfM)

• Portfolios deliver alignment of OBJECTIVES
• Aligns business strategy with the prioritisation
• f projects and programmes
• Those responsible for this often have financial

backgrounds, but it is a separable P3M role

• Uses a range of techniques and business

processes to help control/deliver change

Portfolio Manager Role Profile (APM Intermediate)

• At this level, a Portfolio Manager is able to lead a portfolio

with limited complexity which signifies that they have demonstrated the corresponding level of experience in addition to the ability to apply portfolio management

• knowledge. The Portfolio Manager has responsibility for

projects with limited complexity or assists on a complex portfolio.

• Typically practices 17/27 competences in complex situations,

may have 3/27 under supervision in non-complex situations, aware of 6/27 other competences

• Should financial/business acumen be a key part of this role?
• 1/27 competences is not required – Which is it?

Competences … x27 (again)

• Ethics, compliance and professionalism * Team management *

Conflict management * Leadership * Procurement * Contract management * Requirements management * Solutions development * Schedule management * Resource management * Budgeting and cost control * Risk, opportunity and issue management * Quality management * Consolidated planning * Transition management * Financial management * Resource capacity planning * Governance arrangements * Stakeholder and communications management * Frameworks and methodologies * Reviews * Change control * Independent assurance * Business case * Asset allocation * Capability development * Benefits management

• P3M and PMO roles vary in terms of experience, knowledge,

application and awareness of these competences in complex and/or non-complex situations …

• Associate, Intermediate, Advanced, Master, Specialist …

Project Professional Qualification (PPQ) Assessment Criteria

Module 6: Portfolio Management

• Recommend how financial and other resources should be allocated

amongst projects, programmes and business as usual activities in a portfolio

• Ensure that information from related projects, programmes and

business as usual activities in a portfolio is valid through independent assurance, and that the portfolio is likely to achieve its aims

• Plan and control the finances of projects, programmes and business

as usual activities in a portfolio as a means of driving performance and as part of the organisation’s overall financial management

• Prepare and maintain an overall schedule for resource use in

related change initiatives in a portfolio

• Evaluate frameworks and methodologies used to ensure that the

management of change initiatives will be comprehensive and will be consistent across a portfolio

Star Trek Best Fit?

The ‘P’ Management Office (PMO)

• The PMO helps with OPTIMISATION
• Can be strategic (includes PfM) and/or directly

support project activities (ProgM and PM)

• Role profile includes management of

compliance, communication and configuration

• Is the PMO value add or necessary evil?

PMO Manager Role Profile (APM Generic - not Analyst or Administrator)

• This role profile applies to Project or Programme or Portfolio

Management Office Managers, there are separate role profiles for Analysts and other specialists. All of the competences and ratings apply except for Transition management and Resource capacity planning, which apply only for Project and Programme Management Office Managers, and except for Asset allocation, which applies only for Portfolio Management Office Managers.

• Typically applies 9/27 competences independently in complex

situations, applies 15/27 independently in non-complex situations, up to 3/27 other competences not required if no ProgM/PfM

• Is communication a key part of this role profile?
• Why are there differing types of PM Office?
• How/does it work in your organisation??!! – Perhaps Q&A

Competences … x27 (again)

• Ethics, compliance and professionalism * Team management *

Conflict management * Leadership * Procurement * Contract management * Requirements management * Solutions development * Schedule management * Resource management * Budgeting and cost control * Risk, opportunity and issue management * Quality management * Consolidated planning * Transition management * Financial management * Resource capacity planning * Governance arrangements * Stakeholder and communications management * Frameworks and methodologies * Reviews * Change control * Independent assurance * Business case * Asset allocation * Capability development * Benefits management

• P3M and PMO roles vary in terms of experience, knowledge,

application and awareness of these competences in complex and/or non-complex situations …

• Associate, Intermediate, Advanced, Master, Specialist …

Star Trek Best Fit?

Transformation and organisations …

▪ Processes or people? ▪ Sustainability of change ▪ Innovation … ▪ Structure to enable strategy ▪ Discovery or direction? ▪ Revolution or evolution? ▪ Communication, coordination and control … ▪ Are we nearly there yet … ?

Stretching the Analogy … ?

• PM/ProgM – Anybody, depending on the change

initiative and who can deliver it …

• ProgM – Could involve the First Officer

(processes), Chief Engineer (infrastructure), Chief Medical Officer (human resources)

• PfM – Admiral? Ambassador? CIO, CFO, CEO … ?
• PMO – Communications Officer, navigation team,

senior management team?

• Did later crews do it any better?

Thrills and Spills: Is It Worth It?

Arras People’s Project Management Benchmark Report (Feb 2019), average salary/day rate:

• Project Manager = £53,009/£461
• Programme Manager = £70,378/£621
• Change Manager = £75,641/£621
• Portfolio Manager = £76,448/£708
• PMO Manager = £58,736/£526
• Project Support = £37,802/£417
• Feb 2020 Report – Average employee salary

£58,052, freelancer average day rate £531, more focus on freelancer experience/IR35

Summary and Questions

• P3M and the PMO are a key part of delivering

successful change initiatives = the OOOO model

• It is often a “voyage of discovery”
• Organisational design and strategy processes need

to consider how/who can implement this, particularly when transformation is a key driver

• What does ‘digital transformation’ really mean?
• Are we getting better? What about Wales?
• Are people recognised for their competence and

value add?

• Time for Q&A …

Did not get to see William Shatner, due to the Coronavirus lockdown!