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Unformatted text preview: Service-Oriented Project Service-Oriented Management (SOPM) Management
Jerry Manas, PMP
firstname.lastname@example.org Despite standards, certifications, methodologies, and EPM systems, 75% of projects still fail. Are we delivering value? “Strive not to be a success, but rather to be of value.” Albert Einstein SOPM: A professional services approach to project management. A mindset toward value. Traditional PM vs. SOPM
Traditional PM Drivers SOPM Drivers On Time On Budget Meets Requirements Client Satisfaction Employee Satisfaction Outcomes Alignment Inward Focus Outward Focus Japanese Outward View Honda: Sangen Shugi (Three Actuals: actual place, actual parts, actual client) Toyota: Genchi Genbutsu
(“Go and see for yourself.”) Traditional PM
ServiceDriven Starts with requirements Assumes goals are correct Focuses on execution to a stated plan Aims to meet expectations Starts with symptoms. ideas, and research Validates goals and alignment Focuses on client satisfaction and value Aims to exceed expectations SOPM Leadership Roles: SOPM The Path to Value The Client Solutions Expert: Care Project Manager: Facilitation Business Analyst: Expertise Project Specialist: Administration Can one person do all this? Should they? The SOPM Framework: The Practical Simplicity Practical SOPM: Understand Understand:
• • • • • • • • • The client The organization The situation/problem/opportunity The “whole system” Prioritized goals, wants, and needs The “benefit of the benefit*” External factors/market SWOT The players involved (language, culture, who stands to lose or gain) * Ref: Made to Stick, by Chip and Dan Heath SOPM: Understand Understand:
• • • • • • The resources available The subject matter Constraints (time, cost, features) Risks The leadership style required Past successes and failures (internal, external) • Use Cases (Experience Mapping) • Future Needs and Implications Lead by Questioning Why are you saying that? Can you give me an example? What causes that? How do you know? Then what would happen? What else might that affect? Is that really the right question? How else might we accomplish that? Socrates 469399 B.C.E. Understand the Whole System: Causal Loop Diagram S=Causes change in same direction as the causing variable O=Causes change in opposite direction from the causing variable The Whole System: Causal Loop Diagram Prepare:
• • • • • • SOPM: Prepare The client (expectations) Stakeholders (expectations/alignment) The right team (roles, people) Guiding and operating principles Infrastructure and tools The strategic model Strategic Strategic Model Model Client Vision Mission Goals Strategy Problem/Need ? Where? (end state) Why? What? How? (approach) How? (elaborated) Who? What? (specific) Values/Synerg y Expectation s Tactics Roles Objectives Relationships Client SOPM: Prepare Prepare: • Requirements • The project approach and plan • Task dependencies • Crossproject dependencies • Milestones List • The budget • Training (situational, subject matter, tools, protocols) • e.g. Walt Disney Resorts:
1. 2. 3. 4. SOPM: Prepare Prioritized Service Quality Standards
Safety Courtesy Show Efficiency * Ref: The Disney Institute: The Disney Keys to Excellence Service Integration Matrix
Team Behaviors Safety Courtesy Show Efficiency * Based on the integration model used at Disney Conducive Setting Process Elements What might YOUR prioritized Service Quality Standards Look Like? SOPM: Iterate • Strive for prototypes and pilots where possible • Deliver in increments • Manage changes to expected outcomes SOPM: Iterate Incremental delivery results in: Earlier benefits Quick wins = less resistance Factbased discoveries Ability to coursecorrect Less risk if early termination Maintaining momentum/attention Better focus and scope control Paced spending (timed with value) SOPM: Transform Transform (wellness versus “the cure”):
• Who: The client, the organization, stakeholders • What:
Capabilities – to maximize benefits Next Steps – path to growth Support system SOPM: Transform Transform: • Who: The project team • What: Lessonslearned – future capabilities Recognition – future performance Development plan – build on talents Redefining Success Stakeholder Satisfaction Employee Satisfaction Outcomes Cultural Alignment (practices, principles, beliefs, needs) Vision Alignment (current vision vs. strengths, core values, intended objectives, stakeholder needs)* * Ref: The Disney Way, by Bill Capodagli and Lynn Jackson A Holistic View of Value • Includes value to employees, clients, users, end customers • Direct and indirect value Qualitative and Quantitative Total Value of Ownership A Holistic View of Value
• SOPM Value chain:
1. 2. 3. 4. 5. 6. 7. 8. 9. Internal service mentality & learning culture Employee engagement and satisfaction Employee productivity and performance Internal client engagement and satisfaction Improved product quality Superior external service External customer satisfaction External customer retention Revenue growth and profit The Long-Term View
“Profit is the applause you get for taking care of your customers and creating a motivating environment for your people.” Ken Blanchard, Leading at a Higher Level SOPM: SOPM: Making Project Management Part of a Service Culture of “Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.” Peter Drucker “The goal as a company is to have customer service that is not just the best, but legendary.” Sam Walton For More Information email@example.com www.marengogroup.com www.PMThink.com www.creatingweinstitute.com www.pmthink.com ...
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This note was uploaded on 05/05/2011 for the course MRKTNG 474 taught by Professor Alok during the Spring '11 term at Anna University.
- Spring '11