Good to great: Integrating systems engineering and project management to enable exceptional performance
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Presentation led by Kate Rooke and Andy Cooke from PA Consulting at the APM Conference 2015
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Good to great: Integrating systems engineering and project management to enable exceptional performance
- 1. © PA Knowledge Limited <YEAR HERE> 1© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM GOOD TO GREAT Andy Cooke and Kate Rooke
- 2. © PA Knowledge Limited <YEAR HERE> 2© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Major projects need the right blend of project management and systems engineering skills
- 3. © PA Knowledge Limited <YEAR HERE> 3© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Developing products Developing Integrating Procurement Supply chain Managing delivery Business Ops Investment Infrastructure Strategic alignment
- 4. © PA Knowledge Limited <YEAR HERE> 4© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM © PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Challenger – Catastrophic launch failure
- 5. © PA Knowledge Limited <YEAR HERE> 5© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM © PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM London 2012 – Great delivery and a lasting legacy
- 6. © PA Knowledge Limited <YEAR HERE> 6© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM So we’ve got better at delivery, but is this good enough?
- 7. © PA Knowledge Limited <YEAR HERE> 7© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM “Why don’t you Systems Engineers stop drawing pretty pictures and start delivering something?”
- 8. © PA Knowledge Limited <YEAR HERE> 8© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM “You keep trying to plan and cost this, but we don’t know what we are going to deliver yet”
- 9. © PA Knowledge Limited <YEAR HERE> 9© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM “You’re talking a different language to the rest of us, we just don’t understand how what you’re doing adds value”
- 10. © PA Knowledge Limited <YEAR HERE> 10© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM “You PMs are just obsessed with solving a problem, not the problem”
- 11. © PA Knowledge Limited <YEAR HERE> 11© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Understand the value that each discipline brings to the project team
- 12. © PA Knowledge Limited <YEAR HERE> 12© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM PerformanceCost Time
- 13. © PA Knowledge Limited <YEAR HERE> 13© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Sequence deliverables according to what the project really needs
- 14. © PA Knowledge Limited <YEAR HERE> 14© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM PID Mandate Scope Work breakdown Plan Work streams Progress Management Commissioning requirements Product Breakdown System of Interest Design Build logic Design review Integration and test
- 15. © PA Knowledge Limited <YEAR HERE> 15© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Build an environment with healthy tension
- 16. © PA Knowledge Limited <YEAR HERE> 16© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM A fine watch works because the tension is perfectly balanced
- 17. © PA Knowledge Limited <YEAR HERE> 17© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Play to the strengths of each discipline during the different stages of the lifecycle
- 18. © PA Knowledge Limited <YEAR HERE> 18© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Define One team approach
- 19. © PA Knowledge Limited <YEAR HERE> 19© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Design Parallel working
- 20. © PA Knowledge Limited <YEAR HERE> 20© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Deliver PM reliant on SE
- 21. © PA Knowledge Limited <YEAR HERE> 21© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Test Parallel working
- 22. © PA Knowledge Limited <YEAR HERE> 22© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Transition One team approach
- 23. © PA Knowledge Limited <YEAR HERE> 23© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Understand and use the strength of each discipline to enable projects to deliver exceptional performance
- 24. © PA Knowledge Limited <YEAR HERE> 24© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Understand the value that each discipline brings to the project team1
- 25. © PA Knowledge Limited <YEAR HERE> 25© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Sequence deliverables according to what the project really needs2
- 26. © PA Knowledge Limited <YEAR HERE> 26© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Build an environment with healthy tension 3
- 27. © PA Knowledge Limited <YEAR HERE> 27© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM Play to the strengths of each discipline during the different stages of the lifecycle4
- 28. © PA Knowledge Limited <YEAR HERE> 28© PA Knowledge Limited 2015 CONFIDENTIAL - between PA and APM GOOD TO GREAT