2. Van Dam Orenda bv is an ACO (Accredited Consulting Organization) for PRINCE2 ®, MSP® , and P3M3 ®
PRINCE2 ®, MSP® and P3M3 ® are Registered Trade Marks of the Cabinet Office
The Swirl logo™ is a Trade Mark of the Cabinet Office
implementing PRINCE2
2
4. 1. Project performance
in general
Van Dam Orenda
Product Development Consultants
implementing PRINCE2
4
5. Small, random selection
Standish, cited most, 1995 and 2001
Software hall of shame, IEEE 2005
PWC research 2004 en 2009
School of the Built Environment 2009
QUT: creating value with PRINCE2, 2010
implementing PRINCE2
5
8. The state of PRINCE2
according to QUT
“…PRINCE2 is perceived as a robust, … framework
which underwrites project success,"
"However ..success is dependent upon:
organizations developing skills in project leadership
and project governance
as well as adeptly managing the accompanying
organizational change”.
implementing PRINCE2
8
9. 2. Performance and maturity
Van Dam Orenda
Product Development Consultants
implementing PRINCE2
9
10. Maturity
5 steps to growth
Borrowed from CMM
Step 3 is the hardest
(really making
processes a standard
that is followed)
business case maturity models
10
11. Performance = f (maturity)
implementing PRINCE2
31-10-2013
p. 11
13. Implication:
2 types of maturity levels
Current level
Indicator for
performance
Desired level
Based on strategy,
goals, competition,…..
implementing PRINCE2
13
14. Implication:
2 types of maturity levels
Current level
Indicator for
performance
Desired level
Based on complexity,
strategy, goals,…..
implementing PRINCE2
14
15. 3. Success factors
Van Dam Orenda
Product Development Consultants
implementing PRINCE2
15
16. Innovation has nothing to do with how
many R&D dollars you have….
It’s the people you have,
how you’re led,
and
how much you get it.
implementing PRINCE2
16
18. The state of PRINCE2
according to QUT
“…PRINCE2 is perceived as a robust, … framework
which underwrites project success,"
"However ..success is dependent upon:
organizations developing skills in project leadership
and project governance
as well as adeptly managing the accompanying
organizational change”.
implementing PRINCE2
18
20. 6.b. Successful Change in 8 Steps
A. Set the stage
Steps 1 and 2
B. Decide what to do
Step 3
C. Make it happen
Steps 4 to 7
D. Make it stick (8)
1. Create sense of urgency
2. Pull together a guiding team
3. Develop vision of change
and strategy
4. Communicate for
understanding + buy-in
5. Empower others to act
6. Produce short term wins
7. Don’t let up
8. Create a new culture
implementing PRINCE2
20
21. Successful change alternative:
Spirit lends
the power
Need makes you move
Structures evoke
Vision sets the course
Capacities make it
possible
Success makes believe
Systems enforce
Stories
Actions
implementing PRINCE2
21
23. Effective Implementation of
PRINCE2: (top down)
A. Create conditions
B. Method itself
C. Fitting organisationalchange
1. Project governance
2. Project-leadership
3. Building dedicated
processes and themes
4. Able execution of roles
5. The bigger the change,
the tougher the change
6. Using MSP and Kotter
implementing PRINCE2
23
24. 1. Project governance:
Agreed selection (portfolio) of projects
number, type, contribution to organisation
In the right manner (“assurance” / maturity)
Properly crewed (see 2)
Contribution to the organisation:
a) Strategic importance, nature of the projects
b) Position within operations and environment
a)
b)
c)
Matrix: line vs project
Benchmarks and gate(way) reviews
Competitor comparison
implementing PRINCE2
24
25. 2. Project-leadership (board + PM)
Two sides:
Hard skills (foundation, practitioner etc)
Soft skills (leadership, negotiating,..)
To be created using a dedicated recuritment & training
programme
Talent-Pool created and maintained (P3O, centres of
excellence)
Rules for engagement
(in board between sr supplier and exec)
implementing PRINCE2
25
26. 3. Building dedicated processes
and themes
According to PRINCE2
Fitting with your circumstances
Connecting with specialist content
In 3-5 “popular” types
Developed by or with Centre of excellence
Often hard to see: requires abstract thinking
implementing PRINCE2
26
27. 4. Able execution of roles
Provide guidance with handbooks, procedures etc
Specifically designed for each type of project
Train and evaluate, learn the lessons learned
P3O, centres of excellence
Train, train, train (in PRINCE2 and your approach)
Match (the teamroles; for hierarchy + team)
implementing PRINCE2
27
28. 5. The bigger the change; the
tougher the change:
a) Importance, position, need
The bigger the need, importance, size of projects:
the bigger, more formal and more integral the change
trajectory
And…., the bigger the stricter the governance must be;
this usually calls for a culture change.
b) maturity gap to be bridged:
1 level step takes (on average) 1 to 1,5 yr!
Hints per step in maturity model (for PRINCE2 and
governance)
implementing PRINCE2
28
29. 6. a. Using MSP
MSP = Managing Successful Programmes
Programme Management = implementation of a portfolio
of projects and activities that together achieve outcomes
and realise benefits that are of strategic importance.
Vision – Blueprint – Tranches – Benefits
To include “hard”and “soft” aspects!
implementing PRINCE2
29
30. 6. a. Using MSP; blueprint example
implementing PRINCE2
30
31. 6.b. Successful Change in 8 Steps
A. Set the stage
Steps 1 and 2
B. Decide what to do
Step 3
C. Make it happen
Steps 4 to 7
D. Make it stick (8)
1. Create sense of urgency
2. Pull together a guiding team
3. Develop vision of change
and strategy
4. Communicate for
understanding + buy-in
5. Empower others to act
6. Produce short term wins
7. Don’t let up
8. Create a new culture
implementing PRINCE2
31
32. 1. Create sense of urgency
Tell people that change is important and needed
soon
Know the current issues, areas of challenges, and
places where opportunities are for change
From maturity benchmarks, comparisons
Know the leaders and followers
Obtain agreement about how important making
changes are
Stakeholder analysis (Sunflower, force-field etc)
implementing PRINCE2
32
33. 2. Pull together a
guiding team
Build a strong group that will help you implement change
With enough
Leadership / Power
Skills / Credibility / Authority
Sense of urgency
to make the change happen
implementing PRINCE2
33
34. 3. Develop a Vision of change and
Strategy
Create a positive vision for where change will take the
organisation
Include:
the opportunities change will bring and
the hopeful future being created
Develop a plan for getting to the destination you have
talked about
MSP: blueprint and benefit map
implementing PRINCE2
34
35. 4. Communicate for understanding
+ buy-in
Use every resource possible to always discuss the
new visions and plans
The change team and sponsors should act as role
models for the behaviors of followers
implementing PRINCE2
35
36. 5 Empower others to act
Work hard to get rid of obstacles (both actual and
perceived)
Change the systems that block change
Encourage followers to:
Take logical risks
Think outside the box
Use non-traditional ideas, activities, and actions
implementing PRINCE2
36
37. 6. Produce short-term wins
Create small steps where people can have successes
Reward the people who achieve the goals/small steps
Because change is a long term process
implementing PRINCE2
37
38. 7. don’t let up
Demonstrate change through your small steps and
successes:
Use this credibility to change all of the policies that no
longer fit the new vision
Hire and promote individuals with the talents to make the
change real
implementing PRINCE2
38
39. 8 create a new culture
Hold on to the new ways of behaving
So that the change becomes a part of the daily routine in
your group
Make sure that systems, policies and incentives match the
change
implementing PRINCE2
39
40. How can we help you to
implement PRINCE2?
Van Dam Orenda
product development consultants
PB 62
7620 AB BORNE, NETHERLANDS
+31-74 - 250.9155
www.orenda.nl
Frank van Dam
vandam@orenda.nl
implementing PRINCE2
40