rss

Stephen Wise Blog

Integration Professionals. We dramatically improve traction.

Images/inprof/Blog/Strategy.png

Delivering Business Transformation Strategy

Michael Porter’s books on Competitive Strategy and Competitive Advantage led me to embrace Project Management. That is, I have frequently said, a company that invests in Project Management is making an investment in their competitive advantage. Less frustration delivering value, less disruption to teams, improved engagement, etc.

Porter’s Five Forces and the SWOT analysis are now inadequate as concrete underpinnings for strategy design. Strategy is still important, but the amount of change driven by disruption, innovation, and transformation means that the interpretation and implementation of Strategy – which occurs during the delivery – requires a high-touch feedback loop.

An increased importance in the strategy delivery does not mean that strategy design is less important – it means that executives must give equal personal priority and attention to designing the right strategy as to delivering.

Here are three key tips for executives to stay engaged in the delivery phase of business transformation strategy. Governance – Decision Making – Planning & Re-planning.

Governance – Build a governance structure that reinforces the accountability and responsibilities for the vision. Ensure the team is adequality resourced in terms of experience and availability. Review and address risks and interdependencies at the beginning and periodically and through the realization of accumulated benefits. Insist on a complete set of regularly reported metrics and milestones.

Decision Making - Move quickly to re-prioritize and remove roadblocks that are uncovered despite a lack of complete information or analysis. Accept changes to time and budget milestones based on new information from the working team.

Planning & Re-planning – The less time you have available – the more important it is to have a robust plan. Don’t forgo detailed planning, but in today’s business environment planning and re-planning must be rapid and agile. Documenting tasks, task owner, and interdependencies are as important as schedule and budget. Issues impeding success should be discussed regularly and recommendations to tweak the plan fed up to the executive team in order to ensure alignment and ongoing support.

Delivering strategy is like going on an expedition through a deep jungle. Every so often you will get to a hilltop and be able to asses how things went so far and what new landscape is coming in to view. An executive that spends time and money crafting the strategy needs to protect her investment by staying available and engaged for those hilltop moments.

Stephen Wise

Integration Professionals

Dramatically Improve Traction

American in Paris

Focus on Outcomes

Traction Tips

A weekly action idea to improve traction on your important initiatives by Stephen Wise.

  The new and wonderful musical, An American in Paris, is doing the rounds. It weaves multiple love stories with a Jazz and Ballet fusion leading to true love outcomes.  

Milo falls for Jerry, who's in love with Lise, who is engaged to Henri. Lise shares mutual affection with Henri but falls in love with Jerry. Jerry's friend Adam is also falling for Lise. Lise the ballerina, is oblivious she is the focal point of all the story lines. Despite the complications, true love wins out in the end. In the opening scenes of the musical Jerry sets his strategy to find and win Lise. However he gets lost, becomes indecisive, and is distracted by other interests. Has this ever happened to you in business? Getting lost in the details, uncertainty over the correct next step, or being distracted by new opportunities? Unfortunately, I see it every day. So, here is my guaranteed formula for success. 1. Focus on driving the outcomes 2. Accept Uncertainty 3. Agile Mindset

Focus on outcomes

Craft a hi-level plan. List the activities required to achieve the desired outcomes.

Accept Uncertainty

Accept uncertainty. Our ability to achieve goals proscribed in the plan can vary significantly.

Agile Mindset

Re-work your plan frequently.  Consider changes in the environment and your leanings along the way. Switch around your priorities. re-evaluate desired outcomes to reflect new realities.

Weekly Traction Action

Fuse the improvisation of Jazz with the perfection of Ballet to manage your corporate outcomes. Your weekly action: 1. Ensure all your desired outcomes have an accessible, hi-level, end to end plan. 2. Schedule regular times to evaluate whether you are on track and make course corrections to get back on track. I recommend or implement these actions all the time on client initiatives. Hopefully, it will work to improve outcomes for you too.

I love Email

Please send me an email and tell me about if you have success or trouble with this action. I’m always interested to see what can happen out in the wild.  

Stephen Wise

Integration Professionals

https://IntegrationProfessionals.com

The most powerful leadership skill an expert Project Manager needs for success

No one can be an expert in all fields. A Project Manager is a skilled expert on leading teams to initiate, plan, execute and close projects. These are among the most important skills, but not the most powerful. If you aren’t feeling well you go to see your General Practitioner (GP). Your GP understands the big picture and upon identifying a specific issue or risk with your health may refer you to a specialist. In this analogy the GP is like a Project Manager – they do not need to be an expert in every field and one difference between okay GP’s and excellent GP’s is the speed and quality and follow-up related to the referral. All Project Managers will tell you that the most commonly used skill on a project is communication. However, neither communication nor planning are the most powerful skills in the arsenal. The true multiplier, the most powerful skill, is the ability to learn from others. The ability to learn from others enables the PM to absorb the nuances of the culture, mitigate the hidden risks of the processes, and allow for the complexity of the technology. When a diverse project team gets together it doesn’t matter who is the smartest or most senior in the room. What matters is learning from everyone’s skills and experience and channeling that back to the team so the whole is greater than the sum. The most powerful leadership skill is the ability to apply the greater whole in order to reach the objectives of the project quicker and with less risk of failure.

Stephen Wise

https://www.IntegrationProfessionals.com 

Re-Frame Project Success for the Strategic Business

Project success is most often measured by answering two questions. (A) Did we meet the schedule goal? And (B) Did we meet the budget goal? A good indicator project success will improve over time is periodic review of the Time and Budget Dashboard by management. This approach is valid but not sufficient for framing project success over

 the long-term. 

Time and Budget Dashboard Integration Professionals Stephen Wise 

Time and Budget Dashboard[/caption] It is very common that once a project is closed, it falls off management reporting dashboards. This is a serious mistake! Strategic success is dependent on the outputs of the project, not the inputs of Time and Budget. The outputs / benefits of the project are measured after project close and take the dimensions of customer satisfaction and business success. It will take several months or quarters after the project is finished until customer satisfaction can be measured. It will take even longer until business success can be measured. By re-framing the measurement time-horizons for projects and their outputs, we can provide more effective visibility and accountability at the management level for the strategic success of projects. The re-frame is to include medium-term and long-term results as part of project tracking and reporting.

Team success

can be measured in the Short-term. That is Time, Budget and other metrics such as scope, quality, stakeholder engagement, and others.

Customer success

can be measured in the Medium-term. Customer success is the metrics that indicate how well the product is meeting actual needs and how well the product is providing customer net benefits.

Business/Strategy success

can be measured in the long-term. Business success is the metrics that indicate how well the overall strategy is benefiting the enterprise, such as market development and risk 

profile. 

Measurement Time Horizons Integration Professionals Stephen Wise 

Measurement Time Horizons[/caption] Organizations have made great strides implementing project methodology and management reporting on time and budget. However a systemic flaw is introduced by reporting only short-term project success measures. There is correlation between success in short-term and success in the long-term but there is more to the picture. We need to re-frame and extend the time horizon for tracking project success to include medium and long-term measures. By linking Customer (medium-term) and Business (long-term) actual measures to project reporting we will gain improved insights on the projects that have either advanced or held-back the realization of strategic objectives.

Stephen Wise 

http://www.IntegrationProfessionals.com/

Tags

tag agile excellence itil pmi prince2 project management baseline change request earned value issues methodology project manager schedule tools value wbs issue status leadership productivity project managment recovery scope turnaround ac ev pv benefits collaboration communicate communication culture data integrity drivers failures fast faster ideas investments mehtodology portfolio prioritizing project selecting speed sponsor success closure cost duration effort estimating execution forecast initiation lifecycle pert planning project 2010 risk three-point estimating work effort business challenge development disadvantage elite global growth hiring loyalty market perks race solutions staffing standards talent tb1 team unemployment brazil change china diversity employee environment factors fit hire mobile personnel skype tb4 turnover twitter virtual 90 days hires metric new on-boarding watkins challenges firms looking plan shifting tb9 work aging developed developing ethiopia germany japan population qualified skilled workers workforce certification economy experience gaps industries innovation intelligent knowledge modern quality sales soft skills tb2 education lack tb3 training business case implementation outcome strategy customer dashboard executive long-term management results time closing executing flowers photography spring banking block chain cryptocurrency ledger middleman satoshi toronto apology sorry stephen wise trudeau resilience Merger Artificial Intelligence IoT healtcare cybersecurity Transformation drones tesla