Presentation on theme: "DB&A, 2002-2011 Connecting Business Strategy to Program Performance Presented to:Project Management Cluster Group October 28, 2011 INNOVATION for a better."— Presentation transcript:
DB&A, 2002-2011 Connecting Business Strategy to Program Performance Presented to:Project Management Cluster Group October 28, 2011 INNOVATION for a better world
DB&A, 2002-2011 Todays Discussion Map 2 SYSTEM VIEW How do we step back and understand the environment that surrounds our program? How can we accommodate the environment and anticipate future trends? FLEX MANAGEMENT How do we execute a program plan focused on achieving strategic goals? How does a Program Manager tie business strategy to program performance? SEE RELATIONSHIPS
DB&A, 2002-2011 Business Strategy 3 Managements plan to fulfill the purpose of the enterprise Broad and holistic in nature Places the enterprise within a greater context Balances competing needs to achieve overarching goals Deals with shareholders, enterprise balance sheets, suppliers, customers, employees, the fuzzy and evolving business climate (boundary issues) Thinking and Planning
DB&A, 2002-2011 Program Performance 4 Managements expected results from program investments Focused and specific in nature –Places resources within a targeted context –Competes for resources to achieve specific goals –Deals with program-level stakeholders, budget execution, objectives, milestones, action steps, clear assumptions (program issues) Acting and Doing
DB&A, 2002-2011 Connecting Strategy to Performance Connecting Business Strategy to Program Performance The power of AND vs. tyranny of OR Its about Thinking and Doing at the same time and in a coordinated fashion 5 Ensuring that program results align with and help fulfill the purpose of the enterprise
DB&A, 2002-2011 Acquire These Capabilities 1.View your program from a system perspective 2.See relationships and interactions within the system dynamically over time 3.Utilize Flex Management to establish design criteria for your program plan and regularly review and revise it as needed to achieve both strategic goals and program objectives 6
DB&A, 2002-2011 What is a System? System Attributes –A set of components –That are organized –To interact with each other –And work together –To achieve a defined purpose –May be open or closed, and simple or complex –Have boundaries A set of organized, interacting components that work together to achieve a defined purpose
DB&A, 2002-2011 Exploring a System Lets explore a system we know pretty well – the human body –What are the subsystems? What are they for? Skeletal, muscular, nervous, reproductive, immune, and digestive sub-systems, etc. Can we make a superhuman by taking the best parts of the best performers? What happens? Hands on activity… How does one understand a complex system? 8 Systems: interactions, surprise, change one thing and many things change
DB&A, 2002-2011 Systems View Look at the environment in which the system operates Look at the system from multiple perspectives and disciplines Inside vs. Outside Boundary Issues Stakeholders Insights Stakeholders Perspectives How do we step back and understand the environment that surrounds our program?
DB&A, 2002-2011 See Relationships Look at the Interaction among the elements of the system Look at the dynamics of how the relationships change over time. Rich Pictures Causal Loops Influences Hypotheses Maps Models How can we accommodate the environment and anticipate future trends?
DB&A, 2002-2011 Flex Management Establish strategic design criteria that guide program plan development Revisit the program plan regularly as the system evolves over time Mission Linkages Financials Outputs Vendors Regs & Standards Budget R&D How do we execute a program plan focused on achieving strategic goals?
DB&A, 2002-2011 Connecting Strategy to Performance 12 SYSTEM VIEW Get a systems view and understand the environment within which your program operates SEE RELATIONSHIPS See the relationships and interactions within the system at work dynamically over time FLEX MANAGEMENT Establish strategic design criteria for plans against which to regularly review and update program plans Ensuring that program results align with and help fulfill the purpose of the enterprise
DB&A, 2002-2011 A Program Example Support to FAA Fatigue Risk Management (FRM) Exploring the system(s) within which the FRM program operates Seeing relationships and interaction dynamics within the FAA, with external entities, and at the boundaries Supporting the strategic needs of the FAA while achieving program performance 13
DB&A, 2002-2011 Additional Information Seeing Systems by Barry Oshry Systems Thinking & Learning by Stephen Haines 14
DB&A, 2002-2011 Contact Information Internet –www.dbainnovation.com Address –4000 Legato Road Suite 1100 Fairfax, Virginia 22033 David A. Buczek, President –eMail: email@example.com –Tel: (703) 861-5332 15