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Power Your PMO with the Adaptive Enterprise

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Power Your PMO with the Adaptive Enterprise

Business is evolving. Today’s customer expects an instant response to their demands. Today’s executive expects the PMO to deliver with unprecedented speed and accuracy. The name of the game is adaptability – not predictability.

Annual planning and cumbersome project lifecycles are no longer enough to meet these challenges. A new mindset is needed – one that enables the PMO to constantly evaluate and innovate as opportunities emerge, adding business value beyond tasks and processes.

Join this webinar with internationally renowned Author, Keynote Speaker and Change Architect, Stephen Parry at Lloyd Parry International and Carina Hatfield CPA, Senior Product Manager at Planview, to explore:

How to create an adaptive PMO that flexes to the speed of change
How to build a PMO that is responsive to the business need
How to promote executive confidence, even in times of uncertainty
How to create budgets, plans and resource maps that deliver the strategy but respond to the reality
How to partner with the business and become an Enterprise PMO

Business is evolving. Today’s customer expects an instant response to their demands. Today’s executive expects the PMO to deliver with unprecedented speed and accuracy. The name of the game is adaptability – not predictability.

Annual planning and cumbersome project lifecycles are no longer enough to meet these challenges. A new mindset is needed – one that enables the PMO to constantly evaluate and innovate as opportunities emerge, adding business value beyond tasks and processes.

Join this webinar with internationally renowned Author, Keynote Speaker and Change Architect, Stephen Parry at Lloyd Parry International and Carina Hatfield CPA, Senior Product Manager at Planview, to explore:

How to create an adaptive PMO that flexes to the speed of change
How to build a PMO that is responsive to the business need
How to promote executive confidence, even in times of uncertainty
How to create budgets, plans and resource maps that deliver the strategy but respond to the reality
How to partner with the business and become an Enterprise PMO

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Power Your PMO with the Adaptive Enterprise

  1. 1. © 2017 Planview, Inc. | 1 | Confidential Power your PMO with the Adaptive Enterprise Increase productivity with continuous planning Stephen Parry, Author & Change Architect, Lloyd Parry International Carina Hatfield, CPA, Planview
  2. 2. © 2017 Planview, Inc. | 2 | Confidential House Keeping • All Attendees are muted automatically – only panellists can be heard • Please submit questions by using the control panel on your screen and we will have a short Q&A session at the end of the webcast • Alternatively, email questions to be answered later to Esther Porter-Quinn, epquinn@planview.com • This session will be recorded and available On Demand later!
  3. 3. © 2017 Planview, Inc. | 3 | Confidential • Amy Hatton, Editor PM Today • Stephen Parry, Author & Change Architect Lloyd Parry International • Carina Hatfield CPA, Product Manager Planview Introducing Your Speakers
  4. 4. © 2017 Planview, Inc. | 4 | Confidential About the Speakers Stephen Parry • Stephen Parry is an international leader and organisational architect, specialising in creating adaptive organisations. He has a world-class reputation for delivering organisational transformation by changing the way employees, managers and leaders think about their business and their customers. He is the author of Sense and Respond: The Journey to Customer Purpose (Palgrave), a highly-regarded book written as a follow- up to his award-winning organisational transformations. • Stephen’s approach to organisational transformation has been recognised with multiple awards, including: Best Customer Service Strategy at the National Business Awards and the European Service Industry’s Best People Development Programme, plus a personal award for Innovation and Creativity. • Stephen’s distinguished client list includes many global corporations and national governments, including SAP, LEGO, BT, the UK Government, police authorities, financial services, Telcos, retail, Legal Services, and many IT and software companies. Carina Hatfield • Carina Hatfield always has a plan. With almost two decades’ of experience in the software industry, she is passionate about developing new technological capabilities for today’s real-world planners and dynamic business environment. • She is a CPA who went from managing a 1.5B budget with 17M in strategic funding to working with organisations across all industries implementing Planview Enterprise to improve their strategic, forecasting, and planning processes. Now a member of the product management team, Carina brings valuable insight and support for multiple recognised industry leading Work and Resource Management solutions offered by Planview.
  5. 5. © 2017 Planview, Inc. | 5 | Confidential • The purpose of an Adaptive Enterprise • Traditional constraints to overcome • The Adaptive Enterprise learning cycle • The characteristics of an Adaptive work-climate • The new relationship and role of the PMO in adaptive organisations • Traditional PPM and the PMO • How to extend PPM to the Adaptable PMO • Key Takeaways & Opportunities for the PMO Power your PMO with the Adaptive Enterprise
  6. 6. © 2017 Planview, Inc. | 6 | Confidential The Purpose of an Adaptive Enterprise Business adaptiveness is required to continuously drive value creation for customers, establish differentiation and a secure and challenging workplace for long-term prosperity. • A clear line of sight to customer value is maintained. • Continuous-Value-Creation is enabled. • Adaptiveness is a work-force capability. • Creativity and collaboration require the willing contribution of staff. • Scenario projects are work-place research, experimentation, learning, design and adoption activities. • IT is about customer outcomes not IT.
  7. 7. © 2017 Planview, Inc. | 7 | Confidential Traditional Constraints to Overcome (Examples) • Speed of growth forces us to overburden our system of work, leading to stress, blaming, frustration, less collaboration, and feeling powerless. • Short-term, we often have no choice. Long-term, however, it destroys our ability to deliver and inhibits our creativity. • Changing the way we work, while enhancing collaboration, will give us the space for creativity, better decision- making and a reduction in overburden. Work-Overburden Transparency • We need to surface errors wherever they are and in whatever guise they might hide. • We need to inspire confidence in our customers through visibility of our actions to support their goals. • Transparency enables us to see when we each need help. It fuels honesty, collaboration and pride. • We want to establish a blame- free culture and an organization where we learn from our own errors and the errors of others. Decision-making • Enhance the skills and insights of our staff for better and faster decisions. Going up and down the hierarchy tree is too slow. • Design roles to allow people to make decisions as close as possible to where a problem needs action. • Shift back a great deal of autonomy, freedom and control to where the work really gets done and makes a difference for the customer.
  8. 8. © 2017 Planview, Inc. | 8 | Confidential • Rapid response to the external environment. • Self-organising at team and department levels. • Disciplined experimentation. • Staff running multiple cross- functional scenario projects.
  9. 9. © 2017 Planview, Inc. | 9 | Confidential The Adaptive Business Work-Climate Characteristics Improving Practice M Employee influence on products and services N Employee influence on managing practices O Employee influence on other functions P Employee influence on end-to-end processes Leadership Practice I Performance management J Adaptive leadership K Responding to customer issues L Implementing ideas to better serve customers Engaging Practice A Freedom and decision making B Customer-facing activity C Customer-intelligence gathering D Sharing intelligence with the team Learning Practice E Organisational understanding F Sharing intelligence across the function G Sharing intelligence with other functions H Sharing intelligence with top/senior management The Adaptive Enterprise learning cycle. • Engaging and understanding customers • Learning and sharing customer and business intelligence • Leading and choosing new ways to serve customers • Improving and changing the organisation to better serve customers Robust continuous feedback loops
  10. 10. © 2017 Planview, Inc. | 10 | Confidential Mass Production Networked Specialisation Adaptive Mass Customisation Listen and Adapt Command and Control Direct and Control Consultative Leadership Styles New products Creativity Co-Creation of Value Staff Utilisation Work Intensification Cost reduction Cost Efficiency Variety Task intensification Staff knowledge Capture and Reuse Effectiveness Management Focus Trusted Advisor Integration Customer Outcomes High Volume Low Margins Economies of Scale Low Margins Value added Choices Low Cost In-Depth Specialities Expert Networks Economies of Scope Competitive Basis Adaptive Work-Climates Industrial Work-Climates The characteristics of an Adaptive work-climate. (summary)
  11. 11. © 2017 Planview, Inc. | 11 | Confidential Decision making at the level where the work gets done. • The trouble with silo thinking is there is little or no thinking. • Staff need to intimately know how other parts of the organisation work. • Planning, scheduling and reporting work activities become more complex. • Sharing resources between departments and teams is decided at the level the work gets done. • The different types of organisational structures are not where you find ‘Adaptability’ but in the conversations people have with each other. Thinking outside the box is not enough; we must now work outside the box.
  12. 12. © 2017 Planview, Inc. | 12 | Confidential Work Climate Work-Place Scenario Projects The Adaptive Improvement Cycle Programme Management Office The Adaptive Business Change Cycle CHANGE PROGRAMMES
  13. 13. © 2017 Planview, Inc. | 13 | Confidential Strategy Traditional PPM for Strategic Planning Prioritization Trade-offs Scenarios Measure Impact Analysis Business Capabilities Products Applications Strategic Plans • Set strategic vision and fund programs • Feeds prioritisation, scenarios, and trade-offs • Enables strategic performance and measurement with the throughput of creation and enhancement of products, applications, and/or services
  14. 14. © 2017 Planview, Inc. | 14 | Confidential Time to Plan for Change Lorem Ipsum Adaptability Uncertainty Continuous Speed Agile • Flexibility • Feedback • Just in time • Frequent delivery Scenarios Annual Planning • Predictability • Direction & goals • Measure performance • Incremental opportunities
  15. 15. © 2017 Planview, Inc. | 15 | Confidential Strategy Extend PPM for Strategic “Adaptable” Planning Prioritization Trade-offs Scenarios Measure Impact Analysis Business Capabilities Products Applications • Break work into smaller increments focused on incremental value • Drive innovation even surrounded by uncertainty • Improve throughput and provide faster value • Create a feedback loop to feed scenario planning • Conduct Continuous Prioritisation and Planning • Improve strategic performance and measurement
  16. 16. © 2017 Planview, Inc. | 16 | Confidential Embrace Uncertainty in the Plan
  17. 17. © 2017 Planview, Inc. | 17 | Confidential Deliver Value in Increments to Feed the Plan
  18. 18. © 2017 Planview, Inc. | 18 | Confidential Plan in Scenarios… Change is Constant
  19. 19. © 2017 Planview, Inc. | 19 | Confidential Key Takeaways & Opportunity for the PMO • Traditional organizations need adaptable PMO’s • Adaptable organizations must have adaptable PMO’s • Traditional project management approaches hinder adaptability • Resource planning needs to embrace adaptive behavior • PMO needs to be the change agent for delivering value incrementally • Improve clock rate of learning • Be explorers; not engineers • Embrace uncertainty, creativity, experimentation, learning, and design • Continually plan with multiple scenarios to adapt to constant change and information • Be an outward focused PMO
  20. 20. © 2017 Planview, Inc. | 20 | Confidential Q&A Session • Thank you Stephen and Carina • Questions? • Any more questions or to request the PDF of slides • Email: Esther Porter-Quinn, epquinn@planview.com • Find out how Planview can help you Power your PMO • Visit: www.planview.com
  21. 21. © 2017 Planview, Inc. | 21 | Confidential Connect and Learn More! Connect with Stephen • Get the book on Sense and Respond • E: stephen.parry@lloydparry.com • LinkedIn: https://www.linkedin.com/in/senseandrespond/ Connect with Carina • Watch the Video Series on BeThatPMO • E: chatfield@planview.com • LinkedIn: https://www.linkedin.com/in/chatfieldcpa/
  22. 22. © 2017 Planview, Inc. | 22 | Confidential Power your PMO with the Adaptive Enterprise Increase productivity with continuous planning Thanks – Go….. BeThatPMO! www.planview.com I infouk@planview.com

Hinweis der Redaktion

  • Amy to kick off
  • Amy to run through briefly..
  • Amy as host to introduce herself and Speakers

  • A,my
  • An example of full-screen image, with overlay. Box is color black, transparency of 25%.
  • Agile promises: Better Quality, Decreased time to market, increased ROI, High customer satisfaction, Higher team morale, increased collaboration and ownership, more relevant metrics, improved progress visibility and exposure, increased project control, and reduce risk

    I think this is a bit of a stretch. Most companies want a longer planning horizon than agile methods support. So, it can fall short on its own without a larger framework.

    But annual planning is laborious, bureaucratic, and drives terrible behavior.

    Adaptability is where organizations and it’s executives are really looking to be. If you ask them, I think they expect their organization to leverage both the “best of”
  • Fund the vision but allow for incremental changes
    Break down vision into continuous iterations 
    Release iterations to incorporate continuous feedback
  • Fund the vision but allow for incremental changes
    Break down vision into continuous iterations 
    Release iterations to incorporate continuous feedback
  • Right side is the top 3 CIO’s challenges from the IDG survey on CIO.com
  • Over to Amy to thank Stephen and Carina … Open up Q&A session and ask first questions

    Esther to check incoming questions and send to amy to ask?
    Move to next steps slide before close.
  • Amy to run through and close.
  • It’s a wrap

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