Managing for Change. Simon Noble Oracle Primavera. Copernicus: A Renaissance Man and Founder of Modern Astronomy. Mathematician, astronomer, physician, quadrilingual , classical scholar, translator, artist, Catholic cleric, jurist, governor, military leader, diplomat and economist
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Managing for Change
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New York Times, 12 Feb. 2008
Progress Measurement& Reporting
Reporting is impossible
Hard to control
Hard work to re-plan
Hard enough to build one baseline
Can’t measure performance
Modify plans to circumvent obstacles and delays
Re-assign individuals where they can be more productive
Bring in partners with experience
Modify scope to meet client needs
Use new technology that was unproven or unknown
Employ value engineering
Try a new approach to save time or money
Loss of authority
Loss of control
Creates more work for us
Our tools don’t support change
Can’t keep all the possibilities in mind
Moving target is hard to hit
How will we tell where to focus?
Assumption of a fixed plan.
Fixed plans are hard to modify.
How will we spot deviations?
What is the correct basis for comparison?
How will we know what is working?
How will we know who is not performing?
People need to embrace change
People need to seek candor (including bad news)
People need a way to collaborate quickly
People need to seek advice and opinions
We don’t know yet what we don’t know
Need to evaluate scope changes relative to the quality of the desired result
But when we know we need to adjust
Need to adjust quickly
We need to solicit contrary opinions and advice
Enterprise Business Objectives are King and Change in Portfolio’s Project and Programme Mix is driven through continuous iterative review
Programme OUTCOME is King and Project Level Change is Acceptable
Project is King and Change is Avoided and Minutely Documented
Zero Project Management:
Change Causes Reactive Project and Business Behaviour