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Achieving Organisational Goals - Introduction
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Claude H. Maley
The Webinar Will Start Shortly
Leading Project Managers

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Housekeeping
• Slides will be available on our SlideShare page; the link will be emailed to
you
• Recording of the webinar will be available to download; the link will be
emailed to you
• Please complete the post-webinar survey that will pop up at the end
• You can type your questions throughout the session
• Time will be allocated in the end for the speaker to address your questions

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Achieving Organisational Goals - Introduction
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Your Presenter
Claude H. Maley is Managing Director of Mit Consultants, a consultancy
and education practice servicing international clients in change
management, and Chairman of a business solutions company.
His functional management and consulting experience with major
corporations such as Alcatel, BP, Cadbury Schweppes, Cartier,
Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International,
Motorola, Organon, Overseas Containers Limited, Pechiney, Renault
Automobile, Siemens to name a few, has spanned more than 40 years
in engineering, production and manufacturing, distribution,
transportation and marketing services sectors.

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Achieving Organisational Goals - Introduction
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Designed & Created by
Leading
Project Managers

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 Key Objectives for this Webinar

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Achieving Organisational Goals - Introduction
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 Presentation Contents
We will explore
Managing Relationships
Managing In A Multi-
Project Environment
Leading And Managing
Project Managers
The Role of the Leader
of Project Managers in
The Project Life Cycle

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Achieving Organisational Goals - Introduction
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The
Leader of Project Managers
Variations of the Type of LPM
LPM 1 = PGM
Program Manager
PJM
Project
Manager
PJM
Project
Manager
PJM
Project
Manager
. . .
LPM 2 = LM
Line Manager
PJM
Project
Manager
PJM
Project
Manager
PJM
Project
Manager
LPM 3 = PPM
Project Portfolio
&/or PMO Manager
PJM
Project
Manager
PJM
Project
Manager
PJM
Project
Manager
PJM
Project
Manager
PJM
Project
Manager
PJM
Project
Manager
 Defining the Leader of Project Managers
Which TYPE of
LPM are you?
1, 2, 3 or None

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Getting Things Done
and Accomplishing the
Organisation's Goals
through
People
The Economic Realities
The Work to be Performed
Coherence for the Manager
and the Group
The Environment is better managed
Decisions are made at the
Operational Levels
Control procedures are lighter
Competence levels increase
Better use of available Time
The Positive
Consequences for the Manager
A
Multi-Dimensional Model
revolving around basic
Individual Premises
and a
Thinking Model
People
 Leading Project Managers
Key Approaches

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 Leader vs. Manager
Leader
An Individual with the ability
to influence, motivate,
and enable others to
contribute toward the
effectiveness
and success of the
organisations of which they
are members
 Sets Direction
 Aligns
 Inspires & Motivates
Manager *
An Individual who is
responsible for directing and
controlling
the work and staff of a
business, or of a department
within it
 Planning
 Resourcing
 Organising
 Directing
 Controlling
* Henri Fayol "Administration Industrielle et Générale" (1916)

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 DIFFERENCES between : LEADER and MANAGER
The LEADER
• Creates strategy
• Delegates
• Developer
• Emotion
• Experience & skill
• Front Person
• Influencer
• Inspires
• Motivates
• Provides direction
• Risk taker
• Team spirit
• Visionary
The MANAGER
• Controls
• Detail oriented
• Disciplines
• Enforces
• Executer
• Facilitates
• Fulfils mission
• Gives orders
• Implements
• Limited vision
• Manages cost & time
• Operates
• Plans
• Resourceful
• Risk avoider

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 The Leader's Management Styles
Become a
Practical
Visionary
Become a
Promoter of
Change
Place
Collaboration
HIGH up in
your Agenda
Excellent
Relationship
with Project
Managers
Understand
the Business
Strategy
Think
like a
Senior
Manager
•Be open to and Seek
Participation
•Step away from day-to-day
Project operations as these
belong to the Project
Managers
•Utilise and Lean on the PM's
Organisational & Technical
expertise
•Focus on the "Soft" aspects
in relations with Project
Managers

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 The LPM's Role in the Project Life Cycle
Important
The
Project Manager
Manages
the PROJECT
The LPM focusses on
Directing, Coaching, Supporting and
Delegating
based upon the
PMs maturity level & Experience.

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 LPM Roles in each Project phase
Initiation
The LPM focus is to:
Allocate Budget
Assign Project Managers
Assist in Resource Allocation
Build Master Plan
Develop Competence Plan
Establish Life Cycle Priorities
Establish Programme/Project Steering
Perform Overall Project Governance
Perform Programme Risk Management
Project Mobilisation Approval
Provide Programme/Project Enabling Documents
Provide Project KPI's & Constraints
Review Project Charter
Review Project Interdependencies

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 LPM Roles in each Project phase
Planning
The LPM focus is to:
Approve Project Scope
Approve Staffing & Recruitment
Assist in securing Resources with Line Managers
Clarify Critical Issues for PMs
Confirm & Review Assumptions
Consolidate Project Development Plans
Enforce PM Processes
Perform Project Evaluation, Assessment & Prioritisation
Review Deliverables
Review Interdependencies & adjust Master Plan
Review Project Cost Budget & Schedules
Review Project Risks
Sign-off Project Plans to proceed to Implementation
Support, Coach and Guide PMs
Update Master Plans

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 LPM Roles in each Project phase
Implementation
The LPM focus is to:
Assisting; Coaching & Guiding PMs as needed
Change Request Approvals
Collect Project Risks & Issues and Escalate
Ensure Communication Process is followed
Establish Programme status from individual Projects
Facilitate Team Work & Install a Motivational Environment
Manage Conflicts
Monitor for HSE & QA
Programme Risk Escalation
Project Status & Schedule/Cost Progress report Reviews
Re-assign Resources as necessary
Review Programme/Project Resource Needs
Review Programme/Project Risks
Review Project Priorities
Update Master Plans

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 LPM Roles in each Project phase
Close Out
The LPM focus is to:
Approve Contractor Payments
Assessment of Project Deliverables
Check overall Customer Satisfaction
Coach & Guide PMs
Ensure Project Deliverables align to Programme
Facilitate Programme Benefit Measurement
Perform Programme Control Closure
Programme Reporting
Recognise & Reward PMs
Resource Demobilisation – redeployment for Projects
Review Project Completion Reports
Review Project Documentation & Approve
Update Master Plan
Validate Project Acceptance

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 Managing in a Multi-project Environment
MULTI-PROJECT Environment
Meeting Corporate, Operational & Departmental GOALS
by the MANAGEMENT & COORDINATION of
GROUP(s) of PROJECT/PROGRAMMES
utilising INTERNAL & EXTERNAL Resources & Funding
How Many Projects are TODAY under
Your Responsibility?
1 <= 5pjs; 2 = 6 to 15pjs, 3 > 15pjs

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 Multi-Project Management - Major Issues
Portfolio Management & Priorities &
Resource Allocation across Projects

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 Multi-Project Scheduling and Resource Allocation
LPM
Aggregates
Resource
Requirements
& Schedules from
PROJECTs &
PROGRAMMEs
Several Projects are treated as
elements of one Master Project
Use Multi-Project Resource
Scheduling System
Institute a Measure Mechanism for:
• Schedule Progress
• Resource Use
• Budget Usage

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 Resource Pool Considerations
to Review with the PMs
Establish a CAPACITY
PLANNING
mechanism which
encompasses all types
of resources required by
all Programmes/Projects
** SEEK MANAGEMENT
SIGN OFF **
Secure Resource
Pool Retention
Understand
Availability
Determine Full-time
Equivalents (FTE)
Define Resource
Ownership
Describe
Skill Levels

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 Communicating & Providing a Reporting &
Issues Resolution Process with the PMs
RELATE to the AGREED
DELEGATION MECHANISM
Which establishes
Authority
Responsibility
Accountability
Feedback can be
in the form of oral
reports, written
reports, or both
Establish a
Reporting System
that Encourages
Honest, Timely,
and Accurate
Reporting by PMs
Feedback on
Project
Performance is
obtained
according to
Established
Frequency
Use a Formal
process of
Identifying,
Documenting, and
Tracking Project-
Related Status &
Progress

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 Leading & Managing Project Managers
Distribute & Explain the Organisation's Strategy to the PMs
The LPM role is Coaching, Mentoring , Monitoring and
providing Tools and Procedures
Increase
PMs Skill level
& Experience
Assign the PM with the Appropriate Profile to the Project
Collaborate with PMs – However, Let the PMs do their job
Review Outputs with PMs and Discuss/Assign Priorities
Ensure on the usage of a Reward and Recognition Mechanism
Create an
Environment where
PM's are Motivated

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 Managing Expectations
Anticipate Needs of Project Managers
 Share Decision
Making with PM
 Maintain PM
Informed at all
Times
 Support when
in Difficulties
 Develop PM Skills &
Knowledge
 Coach and Train to
higher Levels of
Competence
 Express
Appreciation when a
Job is well done
 Be Easily Accessible
 Communicate Efficiently
 Be aware of the State of Morale
How Many Project Managers are under
Your Responsibility?
1 <= 5pjs; 2 = 6 to 10pjs, 3 > 10pjs

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 Retention of Project Managers
Professional
Growth is
High on the
Project
Manager's
Agenda
• Institute a Comprehensive
Skills-Based Development Plan
• Broaden the Experience to
different Projects in Size & Importance
• Dynamic & Positive Business Environment
• Recognised Company Reputation in the Market
• Innovative & Challenging Projects
• Professional Fairness
• Competitive Salaries & Benefits
• Flexible Work Environment
• Expressed Leadership from the hierarchy
• Appropriate Autonomy
Respond to
PM's
Professional
Needs

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 Project Manager Performance Evaluation
& Reward Systems
Project-
Related &
Professional
Goals
Agree
Up Front
On
Performance
& Evaluation
Goals
Establish the Performance Evaluation Criteria
Provide On-going Coaching & Evaluation
Recognise Good Performance & Never ignore
Unsatisfactory Performance
Accept the Need for Positive
application of Rewards/Reprimands
Evaluate the "Hard" and "Soft"
Skills Performance of
the Project Manager

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 Coaching and Mentoring to Project Managers
Mentoring
 Targets the Personal and
Individual Development
 Aims at the Development
of the Person
 Concentrates on Sharing
Knowledge and
Experience
Coaching
 Targets the Development of
Skills:
• Organisational
• Relationship Management
• Financial
• Technical
• Marketing
• Products & Services
• ….. As needed
 Aims at Achieving specific
Project Goals & Objectives
 Concentrates on the on-going
Job Performance

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 Scope and Nature of Management Supervision
Mutually Agree to Specific
Performance Objectives
Review
Performance
Objectives
according to
agreed frequency
Establish and
Execute Coaching &
Mentoring Plan
• Develop Plan to
correct
Performance
Variances
• Implement Plans
and Review
ongoing
Performance
• Assess
Variances in
Performance
• Discuss
Variances and
Required
Changes in
Performance

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 Support Provision
LPM's Principle Focus
Providing Access and
Exposure to
International Projects
Provide Cross-Cultural Training
Internal Organisational
Support in Networking &
Stakeholder Access
External Organisational
Support with Clients,
Partners & Suppliers
Interacting Skills

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 Decision Support
Project
Selection
Project charter
Alternatives to
Triple
Constraints'
Resolution
Project Team
Management &
Performance
Evaluation
Project
Reviews,
Audits &
Close-Out
Project Plan
Review &
Approval
Seek to
enhance the
Project Manager's
Managerial
Skills in :

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 Managing Relationships
 Stakeholders are
Internal and External
to the Organisation
 Stakeholders ALL
have Different
Expectations & Needs
Key Motivations are Professional
Stakeholders' Personal Motivations
impact on Decision Making
Stakeholders are human and have
Personal Goals - Political Motivations

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Downwards
 Core PMs & Project
Teams
Upwards
 Senior Managers of
the Organisation
Outwards
 Contributing Project
Stakeholders :
 End users
 Line managers
 Shareholders
 Unions
 Suppliers
 Government etc.
Sideward
 Line managers and
peers, such as other
Project Managers
 The LPM's Communication
with Stakeholders

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 Communicating with Superiors, Peers & Project
Managers
 Highlight issues,
risks & exceptions
 Provide:
 Communication Plan
 Exception reports
 Timely status reports
 Face-to-face reviews
 Negotiate for:
 Resources
 Time allocation
 Agree on budgets
 Provide:
 Communication Plan
 Statement of work
 Provide Direction
 Highlight:
 Project status
 Scheduled activities
 Pending work
 Provide:
 Verbal exchanges
 Agendas
 Project brief

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Deliverer
Deliverer
Doer
 Managing Relationships
Communication Planning
Company vision/goals
Project priority/value
Progress overview
Portfolio overview
Driver
Resource Availability
Organization readiness
Build acceptance
Early awareness
Review Project Plans
Deliverables validation
Early Risk identification
Coaching for PM
Executives
Customers
Sponsors
Senior Managers
Project Managers
Project team
Contractors
Suppliers
Line Manager
Operational staff
Users/consumers
Support functions

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 Recognizing Successful PMs
Create an Environment that
Encourages Motivation
Competence & Skills Mapping
for Improvements
Training and Education
on Hard/Soft Skills
Increased Responsibilities
OVERLOADING with MORE WORK
Is NOT a REWARD!!!Rewards:
Public & private recognition; Bonus

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 The LPM's Principal Focus Areas
Conclusion
Consolidation
at Program
Level
Facilitating
PM's Success
Recognition
of PM's
Performance
Increase PM's
Commitment
Through
Participation
Aligning to
Business
Benefits
Assisting &
Supporting PM's
Meeting
Corporate
Goals
Extending PM's
Competencies

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