Project and Commercial Leadership of Complex Projects

Transcription

1 Project and Commercial Leadership of Complex Projects Associate Professor Stephane Tywoniak Course Coordinator QUT Graduate School of Business

2 The Evolution of Project Management From Construction Management to Complex Project and Commercial Management and Leadership 21st Century: Complex Project Management Interconnected global business environment Mid-Late 20thCentury: Classical Project Management Growth of project based organisations Large IT and business change projects Mid 20th Century: Defence (Manhattan, Polaris ~ PERT) and Construction Project Management (DuPont CPM) Industrial revolution: urbanisation and construction Egyptian, Greek, Roman, Chinese... construction projects

3 Classical Project Management Control and eliminate uncertainty Methods focus on the iron triangle / triple constraint of cost, schedule and scope PMBOK PRINCE2 Projects IN a Controlled Environment

4 The 21 st Century Business Environment A 2010 global survey by IBM of some 1,500 chief executives identified managing complexity as the biggest challenge Organisations must become more creative in order to deal with the uncertainty and volatility of today s market conditions We must become better at managing complexity to: Manage Risks Eliminate bureaucracy Form and manage relationships

5 Our Complex Environment: A function of the divergence in stakeholder values Complex Complicated Simple Unitary Pluralist Coercive Increasing divergence of stakeholder values

6 Projects as Complex Adaptive Systems Dynamic interfaces Effect not solution Political and external influences

7 Reframing Project Management Classical Project Management Primacy to scope, cost and time Process and task focused AND Complex PM and Leadership Primacy to realising planned benefits Aligned with the business strategy Reductionist approach Rigid work breakdown structure Specified stakeholders Rational, universal and deterministic Linear, sequential approach Resists environmental change Administrative management Control - process compliance Project plan is the map of the terrain (A true reflection of reality?) Holistic approach System of systems Numerous influential stakeholders Complex adaptive system Multidimensional, unpredictable Environment affects and is effected Adaptive & enabling leadership Complexity management Plans use multiple maps relevant to the terrain (no one best map)

8 Developing Program and Commercial Delivery Leaders Program and Commercial Leadership Multidisciplinary project, program, portfolio and commercial leadership focused on strategic benefit realisation Systems Engineering Project Management Procurement and Supply Chain Logistics Procedural compliance and engineering management necessary but not sufficient for complex projects

9 Executive Master of Business - EMCPL: Complex Program Leadership - EMBSP: Strategic Procurement Developing experienced project & commercial managers as program delivery leaders A multidisciplinary program, combining classical reductionist project management with a holistic system of systems approach to program and commercial leadership in complex business environments

10 Competency Standard for Complex Project Managers Strategy and Project Management Systems Thinking (hard and soft) Lifecycle Business Planning Change and Journey Innovation and Creativity Organisational Architecture Leadership Courage Wisdom Action and Outcomes Leads Innovative Teams Influences Culture Probity and Governance

11 Design of the Executive Master s programs Three integrated domains that work together to challenge the observable workplace behaviour of each participant Focus on both the what and the how of complex project and commercial leadership

12 Executive Masters Award Course Content EMCPL and EMBSP share a common core (80%) and are delivered together The academic course is grouped into three phases: 1. Understanding Yourself, Others and Complexity 2. Performing for Results 3. Leading for Results (Capstone)

13 Executive Coaching Build upon self realisation and personal development Understand self, others and how other see them Challenge workplace behaviours Reflect on opportunities for and the reality of transference of learning to the workplace Option of post course extension coaching

14 Expanding Horizons: Challenging Behaviours Safe learning environment to explore leadership and decision making through interactive case studies (Prophetical), debrief and reflection

15 Delivery Model Part time, blended flexible learning program Online resources and facilitated on line workshops Six one week residential workshops over three years (one each six months). International Study Tour Capstone workplace project

16 Participants are drawn from national & international, corporate and government organisations

17 International partnership: University of Ottawa The Telfer School of Management at University of Ottawa (Canada) will launch a local delivery of EMCPL/SP in September 2015 Same program, with local adaptation to Canadian context Teaching staff exchanges between Brisbane and Ottawa Possibility of study exchange for participants

18 The EMCPL Graduate and Supervisor experience: Transferring learning to the workplace Our Executive Masters graduates are shaking up the organisation Dr Stephen Gumley AO, CEO Defence Materiel Organisation August 2010 All my assignments are directly work related where I use them to address a specific DMO issue. I now have a catalogue of topics as a result of my assignment investigations, where I have used the material to value add to my work. I see the assignments as a way of contributing to and furthering my work Mr Laurence Bode EMCPL part-time participant, DMO I think the most significant outcome is that we now have very senior project and commercial managers who have changed. We have managers who can lead the required cultural change within government and industry to ensure that projects are more consistently successful Mr Kim Gillis Deputy CEO Defence Materiel Organisation April 2010 A recent external audit estimated the CPM initiative improves the achievement of fit for purpose project outcomes and with a very positive cost benefit realisation Mr Harry Dunstall General Manager Commercial Defence Materiel Organisation, April 2011

19 Resulting in Improved relationships with major suppliers, despite addressing significant issues in some major complex projects Dampening of the conspiracy of optimism through higher levels of trust enabling candid conversations of project complexity and the status of organisational/industry capability Improved return on capital and available defence capability

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21 Understanding Yourself, Others & Complexity Strategic Management of Complex Projects Systems Thinking Self Realisation and Personal Development Problem Solving in Complex Environments Communicating Effectively Developing and Leading High Performance Teams Understanding Organisational Behaviour and Culture Workplace Project #1 EMBSP IP Strategy and Management

22 Performing for Results Acquisition Strategies Complex Projects and the Law Financial Analysis and Decision Making Planning for Risk and Change Managing Innovation in Technology-Based Organisations Building Organisational Capability EMBSP Managing Strategic Contracts and Suppliers Business Planning Negotiation and Mediation Strategies

23 Leading for Results Study Tour Implementation of Complex Projects EMBSP International Contracts Leadership for Results Planning and Implementing Change Managing Contract Relationships Accountability and Governance Stakeholder Engagement and the Media EMBSP Contract Risk Allocation and Insurance Capstone Workplace Project

24 The EMCPL Graduate and Supervisor experience: Transferring learning to the workplace Strategic thinking Research by Professor Caroline Hatcher seeing things with a different set of eyes and trying out a wider field of view He is a strategic thinker and a full spectrum leader (supervisor)

25 The EMCPL Graduate and Supervisor experience: Transferring learning to the workplace Desire for Organisational Improvement spirit of discovery & bringing a new skill set to make improvements & new spirit of corporate citizen instead on staying in their project cocoon If I know about an issue, the balls in my court to do something You can t enable them with all this creativity approach if they don t have a corporate sponsor (supervisor)

26 The EMCPL Graduate and Supervisor experience: Transferring learning to the workplace Personal confidence in and critical reflection on decision-making my decision-making is now clear cut Before they would rush in now they would consider the documentation, question why they were doing it, find supporting, and exercise reasoning and persuasion (supervisor)

27 The EMCPL Graduate and Supervisor experience: Transferring learning to the workplace Being self aware and using communication effectively You catch more with honey than vinegar linking skills and listening reflectively Very much more strategic and collaborative approach. Using all the right words. Get stuff done. People are happy with the outcome. (supervisor)