David dunning - Innovation Management within the Transformation Programme

Chase Management Services
Portfolio, Programme and Project Management Consulting
Innovation Management Within the
Transformation Programme
APM Programme Management SIG conference
Thursday 14 March 2019

• Founder of
• Chase Management Services,
• Deep Team
• Co Founder of CPS, a Microsoft Technology
Consultancy
• APMG registered consultant for Portfolio,
Programme and Project Management
• 20 years experience in implementing
portfolio, programme and project
management ecosystems
• Director level advice and guidance, critical
friendship in portfolio, programme and
project management
David Dunning
• Current State Assessment
• Vision Development
• Consulting services
• Technology introduction
• Change Management
• Assurance
07767 803540
David@ChaseManagementServices.co.uk

Core P3M Data Club
• Voluntary, collaborative initiative to
derive a core starting point portfolio
data model for organisations to use
• We have
• Modelled a sample organisation
• Brainstormed a governance model
from board to portfolio, programme,
project, finance, resource
management
• Each governance node (e.g.
Programme) has an operating model,
and some Management Information
needs to support their agenda
• We need help review and develop the
Programme model
• More info:
• https://1drv.ms/p/s!AscRj7Bfp6vQ9
2l86wb18IK_Wadp
• Here is a 5 min intro to the initiative
presented to the Major Projects
Knowledge Hub:
https://www.youtube.com/watch?v
=TmbCMhQwch4&feature=youtu.b
e
• LinkedIn Group:
• https://www.linkedin.com/groups/1
3651399/

What is “Innovation”
Ubiquitous Innovation!
Examples
Ecosystem
Step 1?
To Cover…

Facts / Definitions
• Invent = originate, Improve = polish
• Innovate = better way – response to
known problem or an open opportunity
• Commercial Circles - If you don’t advance,
you’ll get overtaken
• Public Service - If given less, you’re
expected to do more
• Some of us do not like taking risks
• Not all great ideas come from leaders
• We can’t all be innovating all day - How
do we get the right balance?
Commentary
• Clear cost, acceptable background spend
• Unclear cost? Not my idea syndrome,
Possible significant spend?
• Innovate else you fail to succeed – or go
out of business
• Austerity means less cash, & slashing
headcount does not make improvement
• Not all ideas succeed – is that “waste”?
• Leaders trust in their people to have them
• Setting direction, inspiring and
empowering more than telling / tracking
Innovation - Portfolio
Management & Delivery
What is
“Innovation”

• Invest in Teams
• Focus groups
• Acquire competitor or startup
• Re-organisation
• Exploit a project outputs
• Transformation Programme
• Orchestrated
• Managed
• Performance measures
• Controlled
• Justifiable
Typical Innovation Approach
InnovationTeam/Strategy
Group
Programme
Team
Department
Group
Transformation
Group
What is
“Innovation”
Derived from
http://pmoconference.co.uk/wp-content/uploads/2017/06/3-2.35pm-DavidDunning-PMO-Innovation-
2017.pdf

Known Problem vs Open Opportunity?
Mess?
Reputation?
Environment?
Cost?
Relatively Easy to get to the right answer?
Low Innovation Content
What is
“Innovation”

Bottom up idea?
Simple?
Achievable?
Low risk?
Low Cost?
What is
“Innovation”
Meeting Quality
+
https://www.chasemanagementse
rvices.co.uk/440211703

Focus Group on Open Opportunity?
Implications?
Benefit?
Cost?
Impact?
Multiple Schemes
Lots of comms
Lots of effort
Success measure?
+
Relatively Hard to get to the
right answer?
High Innovation Content
What is
“Innovation”

Innovation:
Vision and Strategy
Innovation:
Transformation
Programmes
Innovation:
Operation
Innovation:
Day to day
But innovation is
everywhere /
everyone…
The problem is not people coming
up with ideas, the problem is that
we don’t develop them.
Ubiquitous
Innovation!

Duplication
• Parochialism, competing approaches?
• Wasted effort
• Lost opportunity
Difficult to justify and develop ideas
• Low energy
• Unknown = risk = low priority?
• Getting the right people involved for
problem and solution
Typical Innovation “Problems”
Under the radar
- may spend time & energy getting
nowhere fast
+ actually there's huge value to be gained
No reward 
Answer?
Use “social innovation” too!
Ubiquitous
Innovation!

• Takes Challenges
• “Crowd source” ideas
• Use “Game Mechanics” for Ideation
• Voting and rating
• Reward for innovation - Cash and
Kudos
• Bottom up - Use all your people
• Enjoyable, Creative,
Unconstrained, Engaging
• Energized Change Culture (ECC)
• May just originate something the
“Focus” teams may not
Social Innovation Approach
Ubiquitous
Innovation!
Derived from
2017.pdf

• Challenges need to be set
• Strategic Objective gives us
• Targets which can be turned into Challenges for Stakeholder groups
• Stakeholder group:
• Brainstorm team – to focus?
• Open invite – to get more opinion / effect?
• Programme, Project Objectives?
• Business Level?
• Bottom up ideas can just happen!
Where do Challenges come from?
What is
“Innovation”

Executive Office
Marketing
Human
Resources
Sales Engineering IT Finance Products Transformation
Social Innovation - Challenge to proposal?
Executive
Office
Marketing
Human
Resources
Sales
Engineering
IT
Finance
Products
Transformation
Ideas!
1. Raise Challenge
2. Agree Challenge
3. Set Challenge
4. Solicit Ideas
5. Evaluate
6. Develop proposal
1
2
Challenge!
3
4
PMO
Objective
Product
Programme
Project
Task
Delivery
Body
Customer
Body
Proposal
6
Evaluation
5
Example

Innovation Recipe – more than just
“Ideas”?
Reasons
• what is the driver for the challenge – from
all perspectives
• Gain consensus
Solutions
• what might possible answers be?
• Gain consensus, exclude obvious ‘no go’
options
Transition
• Options
• Implications
Priority • Which is the best idea(s)
to meet the challenge?
What is
“Innovation”

Innovation Management & the
Transformation Programme
Most organisations effective managing
business as usual activity
Many effectively manage projects and
programmes
Effective at small improvement
initiatives in subjects close to the
business, within local capability to
deliver
When organisations have mission
critical transformation to do, they
focus
Where does innovation fit (bigger
than small, smaller than big)?

Background
Images Derived from Managing Successful Programmes ®, PMO Conference 2016 presentation – What
use is my PMO for Portfolio Management and Enterprise Project Management Solutions - Install and
train, job done? - https://youtu.be/wZEiPwDhwrk

Grow UK
operation
20%
Increase
profitability
Save the
planet
Be
responsible
to our staff
30% people
work form
home
50% less
parking space
25% less
power
consumption
25% less
absence
25% less staff
turnover
Executive Office
Human
Resources
Sales /
Marketing
Engineering IT Finance Products Transformation
Line Organisation
What are the
reasons to
NOT PARK
Ideas
Analysis
What is
needed to
NOT PARK
Analysis
How can we
transition to
NOT PARK
Analysis
Strategic Objective to
programme target to
challenges
ProposalsManage Challenges
Transformation Programme?
Reasons
Solutions
Transition
Prioritise
Proposals
Example

Problem vs Opportunity?
+
Implications!
Benefit?
Cost?
Impact?
One Scheme
Easy comms
Low of effort
+Take up
Measurable
People
Example

People:
• Ability to spot opportunity/problem and
develop exploitation/resolution
• Courage, imagination, freedom to
challenge, take risk, communicate,
collaborate, deliver quality output
• Freedom to respond, capacity to engage
Process:
• Process/lifecycle to follow, fit within the
business boundaries
• Spawn, develop good ideas, viability
• Prioritisation and selection
• Transition into proposal and delivery
Innovation Ecosystem
Organisation:
• Leadership – inspiration, encouragement,
enablement, reward, follow through
• Support/assurance, analysis, critique
• Facilitation support, organising, time
allocation, check-point, admin, clean-up
Technology:
• Enabling Technology/data/MI
• Fit within the business IT and operation
• Seamless Governance integration
Ecosystem

Process – One at a time?
Challenge Reasons Solutions Transition Priority
Plan
Resources
Model
Scenarios
Select
Scenario
Deliver! Change Benefit Sustain
Develop
Idea
Estimate
Benefit
Estimate
Cost /
Resources
Review
SPAWN
IDEAS
EVALUATE
PROPOSALS
DELIVER
SOLUTIONS
Ecosystem
RST – or why, what, how

The Portfolio / Programme (Many)?
Strategy
Development
Benefit
Delivery
Innovation
Workstream
Ecosystem
Derived from
2017.pdf

We only have one pie…
Corporate Change
Local Change
BAU / Customer Work
Which part of the pie does
Innovation get?
Or do we anticipate its own
Piece – we just don’t know
what we’ll use it for
How does this fit lean
principles? Austerity?
Treat initiatives like other portfolio items!
Don’t forget to resource the initiatives you have ideas for and protect
their resource allocation from “novelty decay”

People:
Process:
business boundaries
Organisation (ECC):
Technology:
Ecosystem

Executive Office
Marketing
Human
Resources
Sales Engineering IT Finance Products Transformation
Innovation Process
Executive
Office
Marketing
Human
Resources
Sales
Engineering
IT
Finance
Products
Transformation
Ideas!
1. Raise Challenge
2. Agree Challenge
3. Set Challenge
4. Solicit Ideas
5. Evaluate
6. Develop proposal
1
2
Challenge!
3
4
Where does this effort come from?
Who manages / supports?
PMO
Objective
Product
Programme
Project
Task
Delivery
Body
Customer
Body
Proposal
6
Evaluation
5
Innovation
Office?
Innovation
Office?
Chief
Innovation
Officer?
Ecosystem

Role of a PMO / Innovation Office
Center of
Excellence
Delivery
Organisation
Governance
Process, Standards, Tools,
PM Knowledge Owner, Learning
Facilitator, Best practice owner
Enabling projects to work
Project Start up? Resourcing /
Planning help?
Reporting? Gates? Closure?
Local compliance management?
Process adherence?
Standards usage?
Plan quality?
Decision Support
Scrutiny / Oversight
Priority and Resource
Management
Business Perspective
Delivery Support
Process, Standards, Tools for
Innovation. Communicate,
publicise. Best practice owner
Promote Innovation as a
facility for strategic goals
Bring innovation to the table
Ensure balance
Challenge facilitation
Organisation support
IT set up
Analysis / conclusion support
Set the culture to “imagineer”
Peer pressure
Promote freedom
Encourage, excite
Ecosystem
Derived from
2017.pdf

Effective
Innovation
Management
Innovation Activity
PMO
Portfolio
Office
Innovation
Centre
Agile
Leadership
Dead end
bureaucracy
Waste
And Delay
No idea
What happened
?
What’s the best way?
Ecosystem

Ecosystemhttps://www.holacracy.org/

People:
Process:
business boundaries
Organisation:
Technology:
Ecosystem

Technology
Strategy
into delivery
Problem
into solution Projects, resource ‘Set
Aside’ for Innovation
Set
Objective
Reach
Objective
Innovate along the way
Frame
Issue
Resolve
Issue
EcosystemDerived from
2017.pdf

Challenge > Idea > Business Case > Project
Ecosystem
Images kindly provided by Chris Pond, CPS

Do you have a case to change?
• While…
• We may manage projects and
programmes well
• We can focus on key
transformations
• We have change management
ability
• We do professionally develop
people who are improving
• Sometimes…
• We don’t get to the root of the
issue, and are slow in our problem
resolution
• We don’t know what are good vs
bad ideas and we miss
opportunities
• We waste time only half baking
good ideas, we can’t stop waste
on bad ideas
• We do very similar projects
• We don’t “land” mid size initiatives
• We have people leave because
they are not listened to
Step 1?

Making a Case for Change?
Emotional appeals:
• We all have ideas that are raised but go
nowhere – or go somewhere but get lost.
• Losing ideas is wasteful and de motivating
as is ignoring problems repeatedly raised
• There is no recognition or reward for good
ideas – additional efforts not noticed
• This can discourage people from offering
ideas at all
• Sometimes ideas are duplicated and you’ll
find separate teams on the same problem
• ‘Focus groups’ are great if not actually
‘Favourites groups’
Hard numbers:
• How much time is wasted on lost ideas?
What benefits / savings are foregone?
• How many leavers cite not listening to
ideas as a problem. Replacement cost?
• For people that are imagination fountains
– are we fully benefitting from them?
• What problems persist at what lost
benefit/unnecessary cost?
• Are there examples of this that can be
estimated?
• If more people feel involved in innovation,
that produces better accepted change
Step 1?

Innovation Management
– Step 1?
Assumed:
• Clear outline business case
• You have a sponsor and a trial in mind
Prepare:
• Who is the lead?
• Agree the time to set aside, duration,
outline the process to follow
• Set up the IT, set date for review meeting
Doing it:
• Pilot Group
• Comms & Excite
• Throw into / challenge
• Present the challenge responses,
prioritise within in current portfolio.
• Review Innovation pilot, agree next steps
• Full business case?
Step 1?

Innovation – Recap:
Definition:
• the process of creating “better”, in
between invention & improvement, top
down / bottom up solving & creating
• To create strategy, respond to situations,
think freely as individuals or teams
• Characterised by spontaneity, uncertainty,
risk, success & failure
• Structured in teams or organically with
time set aside for speculation
• Leadership & entrepreneurialism more
than management
Implication:
• Innovation not always focused creation
or incremental change in spare time, it’s in
response to challenge or own initiative
• Creative process for brainstorming then
systematic evaluation
• Its about giving people space/time to
create more than directing analysis/design
• Can be focused into resourced teams
and/or allowed for in business planning
• Setting direction, inspiring and
empowering more than telling / tracking

What is “Innovation”
Ubiquitous Innovation?
Examples
Ecosystem
Step 1?
Covered…

That’s all for now
07767 803540
David@ChaseManagementServices.co.uk
https://www.ch
asemanagemen
tservices.co.uk/
440211703

David dunning - Innovation Management within the Transformation Programme

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