http://www.bpugcongress.com This presentation was made at the 2009 event by Arnaldo Pellini - Overseas Development Institute (ODI) and Eddie Borup - Managing Director, ibp Solutions. The evidence from experience of ‘Integrating PRINCE2 and MSP at the Vietnam Academy of Social Sciences’, shows that the mediation required for introducing a UK management approach in a public Vietnamese institutions has to balance the needs and cultural characteristics and expectations of the receiving organisation, of the donor organisation which in this case is UNDP, and of the tools itself. The experience from the Vietnam Academy of Social Science in Ha Noi, shows that introducing the new approach proved quite challenging. However, if the new integrated management approach is adopted, it will not only contribute to change of behaviours within the receiving organisation, but also influence and test the flexibility and adaptability of the approaches and tools that are being introduced.

1. International Congress for
Programme, Project and Risk
Management
London, 10th-11th February 2009
Integrating PRINCE2® and
MSP™ at the Vietnam Academy
of Social Science
Eddie Borup, ibp Solutions
Arnaldo Pellini, Overseas Development Institute
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2. Content
1) Some information on Vietnam and
the Vietnam Academy of Social
Sciences
2) A strategic approach to change
management
3) Cultural challenges
4) Conclusions
2

3. 1)Vietnam and VASS
Vietnam and Strategic Challenges Conclusion
VASS approach
3

4. 1)Vietnam and VASS
• 1000 staff/researchers
• 29 research institutes
• 4 departments
• Ca. 350 projects/year
• Involved in legislative process
(Insert picture of VASS)
Vietnam and Strategic Challenges Conclusion
VASS approach
4

5. 1)Vietnam and VASS
Types of Projects
Vietnam and Strategic Challenges Conclusion
VASS approach
5

6. 1)Vietnam and VASS
Types of Projects
• Institutional
• Ministerial
• State
• Private/external/foreign
Vietnam and Strategic Challenges Conclusion
VASS approach
6

7. 2) A strategic approach to change
management
Our questions?
• Is VASS research having an influence on
policy making in Vietnam?
• How can VASS know?
• How does VASS know they are conducting
the right research, at the right time, and in
the right sequence?
Vietnam and Strategic Challenges Conclusion
VASS approach 7

8. 2) A strategic approach to change
management
Storytellers Networkers
Engineers Fixers
Vietnam and Strategic Challenges Conclusion
VASS approach 8

9. 2) A strategic approach to change
management
If we can accept that each Institute is running
a multitude of projects/work packages and
these should all be contributing towards the
Goals of the Institute....
• Then VASS might be a portfolio of
Programmes
• Each Institute/Centre a Programme
Could MSP™ be used to “run an Institute”?
Vietnam and Strategic Challenges Conclusion
VASS approach 9

10. 2) A strategic approach to change
management
VASS Portfolio VASS Decree and Institute Decree
Review
Management strategy And stratgey
Identifying a Defining a Managing the
External Programmes Concept
Programme Programme Tranches
Running a Programme Closing a
Programme Review
Programme (Managing the Delivering the Capability
Management and Realising the Benefit)
Identifying a Defining a Running a Closing a
External Projects Concept Project Project Project Review
Project
Project Stage Stage Stage
Management
Work Work Work
Package Package Package
Vietnam and Strategic Challenges Conclusion
VASS approach 10

11. 2) A strategic approach to change
management
Use the method to implement the method...
• Helps with adoption
• Introduces common language
• Early capacity building
• “trial of the trial”
Vietnam and Strategic Challenges Conclusion
VASS approach 11

12. 2) Approach All other Institute/Centre/Department Directors
When appropriate various Ministries, Donors, UNDP etc
(SRO) Sponsoring Group
Chaired by Prof Nam
Head of Prog Depending on the benefits and
Programme Support Manager outcomes (BCM’s)
(PMO)
Organisation
Not only
Institute
resource ie.
Library,
admin,
Proj Mgr
Theme
Proj Mgr Proj Mgr Proj Mgr Proj Mgr
Ministerial Ministerial Theme Institute
Proj Mgr Proj Mgr Proj Mgr Proj Mgr
State Institute InternationaTheme
Proj Mgr
Institute *
Scientific
Committee
(Assurance)
Finance,
Personal Sponsoring
Group via the
But also SRO
Departments
Finance Senior User Executive Senior Supplier
Scientific
Project Management
(Appropriate
BCM)
(Programme
Manager)
(Resource
Manager)
Organisation Admin
Personal
Assurance (on behalf of the board, ensuring that the project
is viable, what VASS requires and will be fit for purpose)
including
when
Assurance or
reviews are
Project Manager
(focused on Delivering
*
completed Outputs
Project Project Team (Made up of Team Leaders and staff
Support As doing the work, including those required to
well review the quality of the outputs)
Vietnam and Strategic Challenges Conclusion
VASS approach 12

13. 3) Challenges
Cultural Challenges
• Promotions are not based on skills
• Seniority matters
• Political and social hierarchy limits
participation and debate
• Communist Party makes decisions
‘In High Power distance societies, subordinates acknowledge the
power of others simply based on where they are situated in certain
formal, hierarchical positions.’ Geert Hofstede
Vietnam and Strategic Challenges Conclusion
VASS approach 13

14. 3) Challenges
Impact on the programme
• Time for planning and re-planning
• Time for procurement
• Commitment of individuals
• Recruitment and retention
• Payment for results...
‘Madness is an expectation that if you keep doing the same things
in the same way, you can expect different results” Susan Bloch
Vietnam and Strategic Challenges Conclusion
VASS approach 14

15. 4) Conclusion
Typical approach
Investigation > Training > Study tours >
Planning for implementation > Hope that it
works
But here we are in a different context
Start with the end in mind – results focused
capacity building... transitioning to a known
end state – but we might be facing the
wrong way......
Vietnam and Strategic Challenges Conclusion
VASS approach 15

16. 4) Conclusion
Planning and the sense of future
West Look at the future
past present future
Asia Look at the past
past present future
Vietnam and Strategic Challenges Conclusion
VASS approach 16

17. 4) Conclusion
It takes time to make decisions, but when benefits are
perceived and decisions are made => things move
very quickly
January 2008
Vietnam and Strategic Challenges Conclusion
VASS approach 17

18. 4) Conclusion
• We are testing a
different way to
manage projects in the
Vietnamese culture
and society
• We are testing
flexibility of
PRINCE2® and
MSP™
• We are learning and
so are VASS and our
Donors...
Plan – Do - Review
Vietnam and Strategic Challenges Conclusion
VASS approach 18

19. Thank you for your attention
a.pellini@odi.org.uk
eddie.borup@ibpsolutions.co.uk
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20. 1)Vietnam and VASS
• Rationing /coupon system for basic
goods
Bao Cap 1975 - 1986
• State at fixed price / Inefficient
production
• Agrarian reform: market prices
land ownership
Doi Moi 1986 – 2005
• Private enterprises + state
enterprises
• International integration
• Economic growth
SEDP 2011 – 2020 • Social policy
• Role of civil society
Vietnam and Strategic Challenges Conclusion
VASS approach
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