Making project management indispensable for business results.®

07 February 2017 Kaufleuten Klubsaal, Pelikanplatz, Zurich

Capturing the Value of Project Management Through Organizational Agility

PMI Switzerland 15th Anniversary

Antonio Nieto-Rodriguez, PMI Board of Directors

BOARD OF DIRECTORS 2016

3

4

5

European Business Forum Odense, May

Read

Topics

1. The GAP : value of PM in the eyes of senior leaders

2. Portfolio Management as a driver of Organizational Agility

3. How to grow as a Project Manager

What Do These Gurus Have In Common?

Frederic Taylor

Henry Ford

Peter Drucker

Michael Porter

Tom Peters

Rosabeth

Moss Kanter

Edward Deming

What Do These MBA’s Have In Common?

What Do Business Leaders Read?

1. Marketing (4750)

2. Finance (4324)

3. Strategy (4313)

4. Human resources management (3693)

5. Leadership (2931)

6. Operations (2734)

7. Information & technology (2714)

8. Entrepreneurship (1788)

9. Innovation (1578)

10. Mergers & acquisitions (1173)

11. Change management (1113)

12. Sales (907)

13. Strategy Execution (410)

14.Project management (299) 15. Risk (181)

How big is the GAP ?

Innovation

Project Mgmt

Agile

Accounting

Strategy

IT

Marketing

Sales

Topics

1. The GAP : value of PM in the eyes of senior leaders

2. Portfolio Management as a driver of Organizational Agility

3. How to grow as a Project Manager

Portfolio Management as a driver of Organizational Agility

1. Agility to Succeed in Strategy Implementation

2. Prioritization is Top Executive’s responsibility

3. Next Generation Agile PMO

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THE EXECUTION DILEMMA

Business Operations

Running-the-business

Strategic Initiatives

Changing-the-business

AMBIDEXTERITY

Winning / Surviving

Innovating/Changing

THE EXECUTION DILEMMA

Today

Core and support processes

Generates most of the revenues

It is about surviving - keeps the company alive

Objectives are short-term

Benefits are rather predictable

Targets commercial, financial and performance-driven

Organization is designed to be efficient, productive and

fast – traditional hierarchical “silo”

Processes are standardized, automated, outsourced

Experts are nurtured and have a clear career path

ERP systems cover a big part of the business operations

Strategic Initiatives

Changing-the-business

Future

Strategic Initiatives, programmes, and projects.

Hundreds of initiatives running in parallel.

It is about innovation & transforming

Medium and long-term objectives

Benefits less tangible and quantifiable – high uncertainty

Targets are strategic and closer to the vision, aiming at

generating significant increase in growth and

profitability Organization of strategic initiatives are flexible, agile,

and network based – transversal / x-functional

Processes are unique, non-repetitive, evolving

Generalist are needed

SIM (PPM) systems

Business Operations

Running-the-business

Where do you spend most of your time?

Running the Business

– Meetings

– Replying to emails

– Operational processes

– Providing services

– Managing Costs

– Quality Control

– Selling existing products

– Day to day activities

Changing the Business

– Innovation

– Research

– Creativity Methods

– Values & Culture

– Future Strategy

– Long term initiatives

– Competencies building

– Learning & reading

Portfolio Management as a driver of Organizational Agility

1. Agility to Succeed in Strategy Implementation

2. Prioritization is Top Executive’s responsibility

3. Next Generation Agile PMO

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PRIORITIZATION

Mary

CEO’s new strategy to turn around the Postal

services

Efficiency improve from 6 to 5 seconds

Customer satisfaction from 75 to 80 %.

What advice would you give Mary?

1. To focus on efficiency, hurry to the next mailbox and pretend she didn’t see the woman

2. To focus on efficiency, but to acknowledge the old lady with a wave while walking to the next mailbox

3. To focus on efficiency, but spend a few minutes on small talk

4. To focus on customer services and take all the time that’s needed

5. To focus on customer services and try to sell the old lady something

Strategy is about making choices – it is painful

Portfolio Management as a driver of Organizational Agility

1. Agility to Succeed in Strategy Implementation

2. Prioritization is Top Executive’s responsibility

3. Next Generation Agile PMO

26

HAVING THE RIGHT STRUCTURE TO EXECUTE

CEO

Marketing

& Sales Operations Engineering IT Finance Strategy

Directors

PPM Office

27

HAVING THE RIGHT STRUCTURE TO EXECUTE

CEO

Marketing

& Sales Operations Engineering IT Finance Strategy

Directors

PPM Office

28

HAVING THE RIGHT STRUCTURE TO EXECUTE

CEO

Marketing

& Sales Operations Engineering IT Finance Strategy

Directors

PPM Office

29

HAVING THE RIGHT STRUCTURE TO EXECUTE

CEO

Marketing

& Sales Operations Engineering IT Finance

Office of

Strategy Mgmt

Directors

PPM Office

30

HAVING THE RIGHT STRUCTURE TO EXECUTE

CEO

Marketing

& Sales Operations Engineering IT Finance

Office of

Strategy Mgmt

Directors

PPM Office

Next Generation of Agile PMO

1. Increases Strategic Dialogue on key business matters

2. Enables Decision Making

3. Aligns Senior Executive Team

4. Focuses the Organization

5. Increases Accountability

6. Breaks Through Silos – Develops a One team mind-set

Topics

1. The GAP : value of PM in the eyes of senior leaders

2. Portfolio Management as a driver of Organizational Agility

3. How to grow as a Project Manager

Can a Project Manager become the next CEO ?

Cesar Cernuda

Microsoft AsiaPac President

Jørgen Vig Knudstorp

CEO & President Lego

• Sector Knowledge

PMI Talent TriangleTM

• Project & Program

Management

• Product Knowledge • Negotiation • Communication

• Motivation • Problem Solving

• Organization Change

Management

• Strategy Alignment • Innovation

• Finance/Marketing/HR • Operational Functions

THEORY REALITY

Processes Frameworks Templates

Tools …..

Processes Frameworks Templates

Tools …..

Leadership Culture

…..

Leadership Culture

…..

70

%

30

%

30

%

70

%

Race to Space

First Human To Space On 12 April 1961, Yuri Gagarin became the first human to travel into space,

launched into orbit on the Vostok 3KA-3 spacecraft (Vostok 1).