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Politics and the PPSO

Politics and the PPSO. John Zachar Principal consultant CITI Limited. ?. ?. ?. ?. ?. ?. ?. ?. ?. ?. ?. ?. ?. ?. ?. Where has it come from?. Where has the impetus for the PPSO come from? What have been the driving forces? Who has been involved?. ?. ?. ?. ?. ?. ?. ?. ?.

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Politics and the PPSO

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  1. Politics and the PPSO John Zachar Principal consultant CITI Limited

  2. ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? Where has it come from? • Where has the impetus for the PPSO come from? • What have been the driving forces? • Who has been involved?

  3. ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? At the design of the PPSO • Do they know the Various types of PPSO they could have? PjSO PgSO PPSO PjMO PgMO something else • What experience do the decision makers have of designing a new business function?

  4. ? ? ? ? ? At the design of the PPSO • What experience do the designers have of designing a PPSO? • Does the implementation of a PSO resemble the implementation of any other new business function? • Who is driving this? The organisation? or The Project and Programme Managers? or YOU !

  5. ? ? ? ? ? ? ? ? ? ? The politics – negatives? • Who will own the PPSO? • Where will you sit in the organisation? • Therefore, who will you serve first? Demand side? or Supply side? • What are the real benefits you are to provide and to who? • Are you owned by a senior manager?Or managers?What are the implications?

  6. ? ? ? ? ? ? ? ? ? ? Stakeholders ? How you answer the foregoing questions, substantially affects the stakeholders of the PPSO! • One who has a vested interest in either the success or failure of the venture. • One who can have an impact of the venture, or impacted by the venture. Stakeholder satisfaction really should be the goal!

  7. ? ? ? ? ? The politics – negatives? • Will the PSO (you) pose a threat to the pet project? • Will the PSO (you) pose a threat to inefficient PM’s and departmental managers? • Will the PPSO expose other hidden malpractices? • Who are going to be in the PPSO and are they fit for the job?

  8. ? ? ? ? ? The politics – negatives? • “The PPSO is not really a “doing” part of the organisation!” • If you go to the PPSO (to work) is this the end of your career? If you don’t know the answers . . . . . . . .

  9. The politics – positive • We can help other departments – to help them do their job – directly – reporting & status • We can help PM’s do an even greater job – coaching / mentoring / methodology • Our information can help other business functions – e.g. show what changes are on thehorizon, etc • Trends can be identified – achievement, productivity, skills required etc. • PM capability & capacity

  10. The politics – positive • The PPSO staff act as internal consultants NOT project admin • Soft charging of the services provided by the PPSO can increase the visibility of the PSO’s value • You evolve as the organisation’s need’s change – but retain the good stuff from the past to help with the future

  11. Things to bear in mind • Get real sponsorship • You can lead the organisation to water but you can’t make it think! • You are in front of their understanding of what can be done and achieved;you have had longer to think about it!

  12. Things to bear in mind • A convoy can only go as fast as the slowest vehicle – If you shoot ahead you might be killed by the enemy through lack of strength!

  13. Things to bear in mind • A convoy can only go as fast as the slowest vehicle – If you shoot ahead you might be killed by the enemy through lack of strength! If a project ‘breaks down’, maybe it should be shoved off the road to let the rest of the convoy pass?

  14. Mail truck

  15. Things to bear in mind • A convoy can only go as fast as the slowest vehicle – If you shoot ahead you might be killed by theenemy through lack of strength! If a project ‘breaks down’, maybe it should be shoved off the road to let the rest of the convoy pass? But you don’t shove the mail truck off the road! WHY?

  16. Things to bear in mind • Never overstate what you can or will deliver! • Keep providing / broadcasting a consistent message • Have a communication plan • Don’t forget to stressthe positives thePPSO delivers“the value to theorganisation”

  17. ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? Questions?

  18. Thank you ! John Zachar Principal consultant CITI Limited jzachar@citi.co.uk 01908 283 600 www.citi.co.uk

  19. Stakeholder Analysis& Management Mark Hygate

  20. Stakeholder Analysis& Management • “Stakeholders are any persons (or groups) who have an interest in your project, are affected by it, or who can influence its outcome” Mike Field & Laurie Keller – Project Management, The Open University • “All the people or groups whose lives or environment are affected by the project, but who receive no direct benefit from it” J Rodney Turner – The Handbook of Project-Based Management • “Anyone who can ruin my day” A Wing Commander in the RAF

  21. Stakeholder Analysis& Management • In your groups, tease out from your own experience, all the different stakeholders you can think of • Then attempt to categorize them by ‘needs’ and see how much commonality exists • Finally suggest potential strategies for dealing with each requirement (NB – keep politics as a background thought)

  22. Qualitative and Quantitative Benefits of a PPSO Rajesh Shenoy Principal Consultant, Compuware UK Ltd An hour (13:30 to 14:30)

  23. Workshop Objectives • To identify benefits of a PPSO • Qualitative • Quantitative • Why? • To assess current state • To sell the services provided by the PPSO • To plan for the future

  24. Workshop Format • 4 Groups • Brainstorming to collect ideas • Collecting and removing duplicates • Refining ideas • Producing Final List and Presenting (Final 15 mins)

  25. Thought Starters • Purpose – What was your PPSO designed to achieve? Can you remember? What does it contribute today? What do you do? • Structure: Where does the PPSO fit? Who does it report to? What is it’s geographical reach? Do you have a supporter/champion? • Technology: What kind of tools do you provide and support? • Process: What processes do you own/maintain? • People: What skills do you or your teams bring to the table? Do they get used? Have your been appreciated for something?

  26. Different PPSO’s – Different Value Propositions • PPSO • Project Management Office • Enterprise Project Management Office • Programme Management Office • Enterprise Programme Management Office • Project Portfolio Management Office

  27. Proactive Monitoring of Benefits • Tracking benefits of a PPSO – consider annualised cycle plan of benefits that you plan to deliver and track progress • MSP – Benefits Management Process???

  28. Thank You Rajesh.Shenoy@compuware.com Tel: 07779 881 755 Outputs will be sent to you via email and available on www.ppsosig.co.uk

  29. The relationship between the PPSO & the Programme and Project Managers Chris Walters PM & PSO Capability Enhancement, Vodaphone, UK

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