Presentation on theme: "Project Yourself into the Future Sheryl Morgan Project Support Manager Wintec ATEM Conference 9 – 10 July 2007 Manukau Institute of Technology."— Presentation transcript:
1 Project Yourself into the Future Sheryl Morgan Project Support Manager Wintec ATEM Conference 9 – 10 July 2007 Manukau Institute of Technology
2 Using Projects to Bring About Change (Successfully) How can tertiary organisations going through major change ensure that the high risk of failure of their key strategic and change projects is minimised?
5 Projects are as much about the process as the tasks being undertaken Using projects whichalign the organisation’s business objectives with the project’s deliverableshave a robust project management structure & processpay attention to the people factorsProjects are as much about the process as the tasks being undertaken
6 Managing Change Complex Difficult Changing behaviour Tertiary sector changeQRPInvesting in a planFunding
7 Risk Factors (Murphy’s Law) Urgency of the taskComplexity of the taskImportance of the taskSkill of the people involvedFrequency they do the taskaggravation constant aggravation constant aggravation constant aggravation…….
8 Achieving Strategic and Change Goals Urgent √Complex √Important √Skill of the people involvedno worries/bit of coaching needed/panicFrequency they meet goalsall the time/some of the time/virgin
9 Using Projects to Bring About Change (Successfully) Why?Framework and boundaries (eating the elephant)Methodology/processAccountabilityRisk containment
10 Why Wintec Moved to Projects to Manage Change 2003, new CEO with strong project backgroundLarge number of issues needing attention at onceWillingness to tackle things but not sure howUsing projects to manage change a tried & tested method
11 What is Project Management? Directing and co-ordinating people and resources to meet planned goals of scope, quality, time, cost, participant satisfactionSize – probably longer than 3 months, and involving more than 3 peoplemore difficult than management of Business as Usual
12 It’s Not PerfectNZ survey of 130 projects (75 organisations) only 35% on time, budget & met scopeDuring any project, inevitable conflict overSecuring resources with competing prioritiesGetting people to work towards one goalCommitment to the vision (change projects)
14 Project Management Minimum A plan (task list)Some form of tracking the planSome mechanism for change management (who agrees & signs off on the changes)Some way of managing project issues (the bad stuff that happens in projects)
16 Project Goal ExampleProject goal for reorganisation of academic structureTo recommend, with an implementation plan, a model suitable to support the delivery and management of WINTEC’s academic programmes and associated activities
17 Project Objectives Example – Academic Workload Project Academic workload data collection tool developed and agreedData collected from academic staff on workloadAcademic staff and other stakeholders consulted on academic workload issuesAcademic workload policy and processes revisedJob descriptions for ASM, SASM, PASM reviewed
19 Action Plan Example – Academic Workload Project Activity - Develop draft academic workload data collection toolMilestone – Data collection tool completedResponsible Person – Project Support ManagerDue Date – December 2006Status -
20 Successful Projects - Aligning Projects to Strategic Direction Project goalProject objectives (deliverables)Project sponsorProject leader
21 Successful Projects - Project Leader Skills People skills, people skills, people skills (communication, facilitation, meeting management, conflict management, influence, trust)Task skills (organisation, delegation, planning, problem-solving)Ability to see the big organisational pictureTime management & ability to meet deadlines
22 Successful Project Teams Range of skills & experienceDifferent levels in organisationAcross organisational unitsAbility to move between big picture & detailLay personTime
24 Successful Projects - Learning Organisational learning - complete a project evaluationWhat went right?What went wrong?What could have been done better?What lessons can be learned?
25 When Good Projects Go Bad Key Reasons for Project FailureNo clearly defined outcomeWrong project managerLack of upper management supportInadequately defined tasksIneffective use of project management processesReluctance to end project
26 People Problems Project Leader skills inadequate Project management skillsInterpersonal skillsProject team composition inappropriate (not the right skills or at the right level)Poor team dynamics (lateness, not attending, not completing agreed tasks, conflict)
27 Project Management Problems Failure to project planFailure to keep deadlinesPoor meeting processesCompeting work pressures/internal politicsFailure to agree/understand deliverablesPoor relationship or lack of communication with senior managementInability to manage project dependenciesLack of communication/consultation with stakeholders
28 But Wait, There’s More Changes in the external environment ImplementationNeeds the same project planningNeeds a good handover from the Project Leader to the implementation managerImplementation Manager’s skills are just as important as the project leader’s
29 Wintec Project Management Structure Project Leaders report to Project Sponsors (Executive members)Project Support Manager monitors projects & provides Executive with progress reports
30 Project Support Manager Coaching (templates, guidelines)Support to achieve deliverablesPeer support (project leaders’ network)Project issue resolutionMilestone tracking (risk management for Exec)CommunicationAlignment with senior management
31 Project Support Project templates on intranet Terms of Reference Action PlanRisk Management PlanCommunication PlanIssues RegisterChanges RegisterTeam Member EvaluationProject Leader Evaluation
32 Project Support Project guidelines on intranet Starting a Project Team Member SelectionProject Sponsor RoleProject Leader RoleManaging a ProjectClosing a ProjectEffective Project MeetingsWhat Goes Wrong in Project Management
33 So, Does Project Management of Change Work? Some Wintec Examples: Reorganising the academic structure (12 Schools, industry relationships, Team Leader roles) 2004Centrally managed enrolment processes (merging 17 work units) 2003Quality systems and processes for the annual review of programmes 2003Academic workload 2007
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