Flip chart data - Association for Project Management

• Negotiating Skills
• Decision Making
• Conflict Resolution
• Influencing
• Trust
• Inspirational
• Credibility
• Relationship Building
• Sense of Direction/Strategic View
• Working Well Under Pressure
• Getting the Most out of People
• Clear Views
• Role Models
• Self Awareness
Characteristics of a leader

Stakeholder exercise – SDI
Red/Green Perspective
WHO? Understand the projects. Organisational Structure.
WHAT?
Review the Objective/Scope.
WHY? Whats Happened, Whats Next? Course of Failing.
Red / Green Perspective
1 Understand The Project
- Delivs
- Isiuls
- Org
2 Understand The “People”
- Talk/Meet
(ZNDIV/Group)
3 Propose A Solution/Action Plan
Red Perspective
• Established “Requirement” with Stakeholders + Where are We
• Roles/Responsibilities/Structure + What’s/Who Is Going Wrong?
• Established Recovery Plan
- Structure
- Requirement Focussed
- Etc………….
Green Perspective
TIMESCALE
BUDGET
1 `WHERE WE ARE’

2 Talk to different Stakeholders Understand Clear Ownership (R&R)
Agree Art of the possible (2)
3 TARGET/REQUIREMENT
- Next Step
Blue / Green Perspective
1 BACK TO BASICS
- What was the Scope?
- Defining Role
2 Communication
- Talk to People
- Whats been Said/what do they know
3 Priorities
- What are they?
- GAP
Blue Perspective
1 FOCUS ON THE PEOPLE INVOLVED
• 1:15 WITH/STEERING GROUP/P.TEAM/STAKEHOLDERS/END
USERS/(COMMS)
2 SUCCESS CRITERIA OF THE PROJECT
• BENEFITS
• END PRODUCTS
• OBJECTIVES
2 STRUCTURE PLAN/IMPLIMENTATION TO TAKE PROJECT
FORWARD
• LOCATE MENTOR WITHIN BUSINESS (EXCUTIVE) TO ASSIST
WITH DRIVING THE PROJECT FORWARD
• SG BUY IN

Summary
ENGAGE PEOPLE “SOFTER ISSUES”
COMMUNICATE ENTHUSED/INSPIRED
BIGGER PICTURE
CHANGE IS SCARY
STAKEHOLDERS-
CHANGE IS HARD TO MEASURE
DESISION MAKING
LEADERSHIP-
CUSTOMERS
SPONSORS-BENEFITS
IMPACT ON PEOPLE
MAPPING CHANGE

Change and Project Management session
CM
PM
PRO’S
• Focus more on the people
• Aligned to strat
• Outcomes (benefits) rather than outputs
• Full stakeholders participation
CON’S
• Battling resistance
• How do we know when complete
• Benefits more difficult to capture & measure
• Timing-more time consuming
• Scope creep
• Lose sight of the project management
Program Management Consideration

PM
CM
ADVANTAGES
- STUCTERED APPROACH
- PM HAS THE BIG PICTURE AND CAN ENSURE CHANGE IS DELIVERED
- PM LED APPROACH ENSURES CHANGE MANAGEMENT “REQIURMENT” IS
SET/AGRRED FROM START
- USE OF FORMAT CM PROCESS TO ENSURE BENEFITS ARE
UNDERSTOOD BEFORE APROVAL
DISADVANTAGES
- POTENTIAL LACK OF CONSULTATION & FLEXIBILITY
- OVERLOOK SOFT/PEOPLE ISSUES & IMPACTS
- RISK OF PM WORKING IN ISOLATION
PM
CM
ADVANTAGES
More structured implementation
More consistent results
More focused on task

More disciplined approach
More output driven
DISADVANTAGES
Less flexibly approach
Process not people
Less focused on impact
PM
CM
PRO’S
• Engaging people from outset
• Balanced communication
- process clear to ensure good interaction
• If its working well stand greater chance of success
• Role clarity/who leads?
• Able to see bigger picture, more adaptable flexibility to change
CON’S
• Potential conflict between project & change aspects
• Communication could be affected
• Role clarity – needs definition
ADVANTAGES
BROADER VIEW – OUTCOME FOCUSED
PEOPLE FOCUSED
TRANSITION INTO BAU (Business as Usual)
PM
CM
CONSIDER IMPACT ON BUSINESS OPERATING MODEL
WIDER RISK FRAMEWORK + MANAGEMENT

DISADVANTAGES
POTENIAL FOR SCOPE CREEP/LACK OF CONTROL & DIRECTION
“PINK & FLUFFY!”
-LESS TANGIBLE
“CHANGE” – PEOPLE CAN BE SCEPTICLE – BUILD. RESISTANCE
- OUTCOMES MORE DIFFICULT TO “MEASURE” HOW DO YOU KNOW YOU
ARE SUCCESFUL
ADVANTAGES
DIFFERENT PERSPECTIVES/APPROACHES
MULTIPLE STAKEHOLDERS
SKILL SET – MORE FLEXIBLE
CHANGE MORE CONTROLLED
SHARE RESOURCES (COORDINATED)
DEFINED INTERGRATION PM-CM
PM
CM
GOOD FOR ENGINEERING PROJECTS, PM – SUPPLIER, CM – USER
FLEXIBLE – IDEAL FOR START OF PROJECTS {USE AS DYNAMIC MODEL}
DISADVANTAGES
COMPETEING PM v CM
MULTIPLE STAKEHOLDERS
PREVENTS DECISION MAKING OR SLOWS
SHARED RESOURSES – CONFLICT IF ONE PERSON IS BOTH
NEED CLEAR BRIEF/BALANCE OF POWERSHIP/LEADERSHIP
STRONG COMPETENT SPONSORSHIP REQUIRED
REQUIRES UNDERSTANDING OF REQUIRED CHANGE