際際滷

際際滷Share a Scribd company logo

Where did we go wrong

Download as PPTX, PDF
K
Kevin Feenan

This seminar discusses the ways and means in which projects facing high levels of auditing oversight can do everything right and still get the project wrong. The objective of this session is to have senior executive sponsors of projects consider the ways and means by which project managers and staff may be blocked from accomplishing their roles and responsibilities. This seminar will further discuss alternative approaches to removing these roadblocks while continuing to maintain appropriate levels of auditability, monitoring, and control over the project. This session is for anyone responsible for sponsoring projects and is subject to a high degree of auditing as part of their operational practices such as Federal Government Departments. Originally Presented at the itSMF Professional Development Days, Ottawa, Canada October 18, 2011

1 of 22
Download to read offline
Where did we go wrong? The role culture plays in managing successful projects in complex organizations
About the Presenter Kevin Feenan CEO of Knomaze Corporation. Over 25 years experience in IM/IT MBA from University of Toronto Doctorate in Organizational Design and Leadership with the University of Phoenix (ABD) Sr. PM @ Agriculture and Agri-Foods Canada
Organizational Complexity Five Generic Organizational Structures Simple Machine Bureaucracy Professional Divisionalised Adhocracy
Conflicting Divisional forms of organization are common place however Adhocracy based teams develop when projects span control boundaries
Dimensions of Culture Consistency Pragmatism Individualism Group Orientation Competing Partnership People Centrality Result Centrality Ration Inspirational Egalitarian Hierarchical Internal Drive Responsiveness Stable Continuity Dynamic Change Long-term Short-term
Cultural Hotspots PM span of control PM is pulled from is lateral, not vertical the mid-line of one primary branch Youre not my boss
Cultural Hotspots Ineffective / blocked communications That decision is above my pay-grade
Cultural Hotspots Weak strategic planning across branches / teams Not my responsibility
Cultural Hotspots Lack of strategic direction When did this happen?
Cultural Hotspots Language Training Retirement Lateral Moves Promotion Consultant Turnover
Cultural Hotspots Branch / Team Assignments Project Responsibilities Was told to go do something else
Cultural Hotspots Failure to leverage knowledge assets Nobody asked me
Cultural Hotspots Failure to retain knowledge assets What do you mean shes gone?
Cultural Hotspots Inability to learn from past mistakes or consider lessons learned Its not a risk, we still have time to fix it.
What is really happening? Structural Political Pragmatic Results Centric Rational Hierarchical Competing Internally Driven Human Res. Symbolic Individualism Dynamic Change Short-term
What should be happening? Structural Political Consistency People Centric Inspirational Egalitarian Partnership Responsiveness Human Res. Symbolic Group Orientation Stable Continuity Long-term
Typical Management Response Reorganize Rebrand Reassign Re-scope Redefine Revoke
Successful projects begin with healthy and stable cultures
Alternative Approaches Build cultural elements into the strategic plan of the organization Get to know the culture both horizontally and vertically Remove cultural barriers Celebrate mistakes Identify knowledge assets
Auditing & Control Stakeholder analysis should drive the project structure and governance Establish metrics for cultural engagement Ensure there is at least one senior knowledge asset in control of the project at all times Include a cultural component to contingency estimates.
About the Company Knomaze Corporation Incorporated 1997 Client References: Bell Canada, Bell Mobility, Xerox, EDS, AAFC Projects $2-25M ktfeenan@knomaze.com 613 276 1911
END

More Related Content

Where did we go wrong

  • 1. Where did we go wrong? The role culture plays in managing successful projects in complex organizations
  • 2. About the Presenter Kevin Feenan CEO of Knomaze Corporation. Over 25 years experience in IM/IT MBA from University of Toronto Doctorate in Organizational Design and Leadership with the University of Phoenix (ABD) Sr. PM @ Agriculture and Agri-Foods Canada
  • 3. Organizational Complexity Five Generic Organizational Structures Simple Machine Bureaucracy Professional Divisionalised Adhocracy
  • 4. Conflicting Divisional forms of organization are common place however Adhocracy based teams develop when projects span control boundaries
  • 5. Dimensions of Culture Consistency Pragmatism Individualism Group Orientation Competing Partnership People Centrality Result Centrality Ration Inspirational Egalitarian Hierarchical Internal Drive Responsiveness Stable Continuity Dynamic Change Long-term Short-term
  • 6. Cultural Hotspots PM span of control PM is pulled from is lateral, not vertical the mid-line of one primary branch Youre not my boss
  • 7. Cultural Hotspots Ineffective / blocked communications That decision is above my pay-grade
  • 8. Cultural Hotspots Weak strategic planning across branches / teams Not my responsibility
  • 9. Cultural Hotspots Lack of strategic direction When did this happen?
  • 10. Cultural Hotspots Language Training Retirement Lateral Moves Promotion Consultant Turnover
  • 11. Cultural Hotspots Branch / Team Assignments Project Responsibilities Was told to go do something else
  • 12. Cultural Hotspots Failure to leverage knowledge assets Nobody asked me
  • 13. Cultural Hotspots Failure to retain knowledge assets What do you mean shes gone?
  • 14. Cultural Hotspots Inability to learn from past mistakes or consider lessons learned Its not a risk, we still have time to fix it.
  • 15. What is really happening? Structural Political Pragmatic Results Centric Rational Hierarchical Competing Internally Driven Human Res. Symbolic Individualism Dynamic Change Short-term
  • 16. What should be happening? Structural Political Consistency People Centric Inspirational Egalitarian Partnership Responsiveness Human Res. Symbolic Group Orientation Stable Continuity Long-term
  • 17. Typical Management Response Reorganize Rebrand Reassign Re-scope Redefine Revoke
  • 18. Successful projects begin with healthy and stable cultures
  • 19. Alternative Approaches Build cultural elements into the strategic plan of the organization Get to know the culture both horizontally and vertically Remove cultural barriers Celebrate mistakes Identify knowledge assets
  • 20. Auditing & Control Stakeholder analysis should drive the project structure and governance Establish metrics for cultural engagement Ensure there is at least one senior knowledge asset in control of the project at all times Include a cultural component to contingency estimates.
  • 21. About the Company Knomaze Corporation Incorporated 1997 Client References: Bell Canada, Bell Mobility, Xerox, EDS, AAFC Projects $2-25M ktfeenan@knomaze.com 613 276 1911
  • 22. END