Measuring and Managing the Human Aspect of Project Management

Measuring and Managing the
Human Aspect of Project
Management
Jared D. Lock, Ph.D., Co-Founder
Convergent, LLC
Jared D. Lock -- At A Glance
• Licensed Industrial/Organizational

Psychologist
• 20 Years of practical experience
•
•
•
•

Co-Founder of Convergent, LLC
Director of international test publisher
5 years management consulting
2 years internally for Fortune 50

• Conducted over 120 Project / Change

Management Initiatives
• New directions
• People side of the business

• 60 book chapters and papers and 80

presentations to professional
community

MISSION

Driving
organizational
change through
business value
alignment in an
easy-to-do business
manner

• ACHE, Healthcare Roundtable, APA, SIOP,

Health Administration Press, Career Journal
2
Convergent – At A Glance
• Convergent, LLC is a partnership aiming to combine

thought leaders from organizational psychology,
business, and IT to help organizations with all aspects of
their business processes by:
• Creating accurate and focused strategies,
• Predicting and then harnessing the people power in a

unified direction, and

• Incisively measuring results with quick feedback loops.
Presentation Objectives
Professionally
•Understand the paradigm shift occurring in Project Management
•Quickly and easily define culture using a 2x2 Matrix
•Plan future activities with this newfound knowledge

Personally
•Determining likely project success given the defined culture
•How to organize your thoughts concerning culture and how to maximize your

own success

•A framework for understanding and using culture in your next project
Project Management Paradigm
Shift
Traditional Project Management

New Age Project Management

• Process
• Tools

• People

• Procedures
• Control

• Interactions

• What to do and how to do

it

• Planning and Organizing
• Attention to Details
• Logical / Rational / Analytical

• Culture
• Harnessing resources and

engaging people
• Interpersonal Skills
• Cultural Awareness
• Engaging and Flexible
A Project – Two Tales – CEO
Initiative
• Company 1
• Build a world-class process/focus
• Benchmarking across companies across the globe
• Consults with renowned leaders in the field
• Creates a Detailed project/process
• 73-page instruction manual
• 124 different pieces
• 7 groups with involvement
• Less than 100 hours of time to deploy

Source: Effron and Ort – One Page Talent Management
A Project – Two Tales – CEO
Initiative
• Company 2
• Understand good intentions but no expertise in direction
• Develops plan to meet “heart of the goal”
• Develops plan that is easy to understand and follow
• Combines pieces for CEO to make implementation

easier
• Creates a project/process
• 1-page of instructions
• 5 pre-packaged pieces
• Less than 1 hour of time to deploy

Source: Effron and Ort – One Page Talent Management
A Project Management Definition
• A deliberately planned effort to increase an organization's

effectiveness or efficiency.
• It is NOT (on its own)
Training
 Personal development
 Team development
 HRD (human resource development)
 L&D (learning and development)


• Project Management is about Organizational Change so

must involve People, but also can involve developing
Processes, Systems, and Structures
• Solid Project Management combines all of these facets
Your World – A Thought Process
• Consider these three questions:
• What is the prevailing approach to Project Management or

“change” as practiced in your organization/current client? What
does this actually look like?
• What is your own view of Project Management and how it

might best be realized? How is your own view of Project
Management itself changing?
• What one factor most seriously undermines Project

Management success in your organization/current client
Research Experts – Limitations to
PM
• It is estimated that 70% of all PM initiatives “fail”
• General Beliefs
• Executive sponsorship (empowerment)
• Execution (follow-through)

• Dr. Jerry Smith
• Yes, you need sponsorship, buy-in, and, follow through
• You also need willing organizational participants (change through people)

• Quanta Consulting (Eliot Cohen and John Gooch)
• A failure to learn
• A failure to adapt

• Whether we like it or not, PM is impacted by culture
Research Experts – Benefits to PM
• A Behavioral Approach
• Create a strong case for movement -- a compelling value
proposition (“what's in it for me?”) and effective communication
• Behavior-based change involves less tangible areas like skills and
culture. A different mindset and solid leadership skills are needed
• Structural and systems changes are easy to track, but they rarely
result in broad-based behavioral change or skills development.
Track the things that will lead to change
• Make sure you put the appropriate time, people, and resources
against the opportunity
• Major change requires many initiatives (e.g., strategy, reengineering, training, system redesign). Create an overall
architecture to help guide and fit all the pieces together
Change The Culture Around PM
Linking People to PM to Business
Success – A Hybrid Model
• Projects should link to organizational bottom-line
• What problem is this solving?
• How will it positively benefit the organization?
• What does success look like? Tomorrow? 3 months? 6-12 months?
• This linkage is your responsibility – NOT your sponsor. Push back on poor

projects

• The Project should link to culture and culture of change
• How does our culture support/detract from this direction
• What is our culture around change (3 questions)

• A full people analysis will tell you where to start and how

fast to move forward
• Champions, laggers, followers/left behinds
Success is Determined by the
People
Success is Determined by the
People
Comprehensive Assessment Model
CAT Process

Personality

Judgment
Development

Motives and
Values
Success is Determined by the
People
The People Component – 30-30-30 of direction, culture, CEO
• In any project/change initiative, regardless
alignment, leader support, finances

• 30% will fully embrace idea with little need for additional motivation
• 30% will somewhat embrace idea but could be made to embrace it more with a

little push and motivation

• 30% will reject, ignore, limit, or work against idea regardless of effort

• Real-life examples
• Japan – 1970’s
• Middle East – forever?
• Mexico/Central America – e.g., Meeting timing
• The other 10%
Success is Determined by the
People
Defining the 30-30-30
Success is Determined by the
People
Pace = Organizational Commitment and Alignment

Scoring: Color range indicates one of three relative “speed” ranges (1, 10, or 100mph) The +/- signs left and right of
the score indicate if the business is above or below industry average Change (left) and Collaboration (right) scores.
The outer circle estimates performance range based on investment push. As one’s score increases, range variance
expand. Heavy investment won’t sizably add pace for low scorers, but high scorers can greatly underachieve with
insufficient push.
Pace = Organizational Commitment
• Great way to discuss the people barrier – put it into

leadership question/equation
• Leaders can resign themselves to the fact that they are
not managing or that they will get results
• Allows us to predict Project Path AND Hindrances
before project commencement
• The higher the chosen speed
• The more commitment from the organization
• The more activities and higher up the activities go

• For Management
• It becomes their choice
• It becomes their responsibility
Success is Determined by the
People
The People Component – 30-30-30 (continued)
• Identify the 30 - 30 – 30
• Create Process Champions out of first 30
• Determine 2-4 motivators of middle 30
• Performance manage the bottom 30
Success is Determined by the
People
The People Component – The Goal
• Keys to this process
• Convergent Assessment
• Candid feedback on new direction and likely place in 30-30-30
• True spoils and public recognition of top 30
• Management and management support around new direction
• Ongoing risk monitoring via Risk Assessment throughout project

lifecycle
Success is Determined by the
People
The People Component – The Goal (continued)
• Outcomes
• Quicker project initiation with clearer path to success
• More efficient use of resources
• Greater transparency into “true” project risk throughout

project lifecycle
Success Through Leadership
Leadership Shift
Success Through Department
Success Through Team
Success Through Individual
Project Management – Culture – And You
Personal Culture
• Those things you value in your role
• Across your career – apex of your career
• Across your career – biggest downfall
• Underlying themes

• Those characteristics you value in clients
• Positive and Negative
• Motives and Values
• How they Solve Problems and Make Decisions

• Those projects you value most
• Planning and Control
• Culture and Environment
• Leadership Focus and Support
Concluding Thoughts
• PM must become more business focused
• PM must understand change – organizational, cultural,
•
•
•
•

leadership, processes, personal
Place responsibility on manager and evaluate likely
propensity to succeed
Link plans to commitment and keep expectations
realistic and on client
Define the people side and leverage 30-30-30
Short and quick wins with celebration
Measuring and Managing the
Human Aspect of Project
Management
Jared D. Lock, Ph.D., Co-Founder
Convergent, LLC
JaredL@Convergent.com
918-808-5451
Slides will be posted at www.ConvergentLLC.com
1 sur 31

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Measuring and Managing the Human Aspect of Project Management

  • 1. Measuring and Managing the Human Aspect of Project Management Jared D. Lock, Ph.D., Co-Founder Convergent, LLC
  • 2. Jared D. Lock -- At A Glance • Licensed Industrial/Organizational Psychologist • 20 Years of practical experience • • • • Co-Founder of Convergent, LLC Director of international test publisher 5 years management consulting 2 years internally for Fortune 50 • Conducted over 120 Project / Change Management Initiatives • New directions • People side of the business • 60 book chapters and papers and 80 presentations to professional community MISSION Driving organizational change through business value alignment in an easy-to-do business manner • ACHE, Healthcare Roundtable, APA, SIOP, Health Administration Press, Career Journal 2
  • 3. Convergent – At A Glance • Convergent, LLC is a partnership aiming to combine thought leaders from organizational psychology, business, and IT to help organizations with all aspects of their business processes by: • Creating accurate and focused strategies, • Predicting and then harnessing the people power in a unified direction, and • Incisively measuring results with quick feedback loops.
  • 4. Presentation Objectives Professionally •Understand the paradigm shift occurring in Project Management •Quickly and easily define culture using a 2x2 Matrix •Plan future activities with this newfound knowledge Personally •Determining likely project success given the defined culture •How to organize your thoughts concerning culture and how to maximize your own success •A framework for understanding and using culture in your next project
  • 5. Project Management Paradigm Shift Traditional Project Management New Age Project Management • Process • Tools • People • Procedures • Control • Interactions • What to do and how to do it • Planning and Organizing • Attention to Details • Logical / Rational / Analytical • Culture • Harnessing resources and engaging people • Interpersonal Skills • Cultural Awareness • Engaging and Flexible
  • 6. A Project – Two Tales – CEO Initiative • Company 1 • Build a world-class process/focus • Benchmarking across companies across the globe • Consults with renowned leaders in the field • Creates a Detailed project/process • 73-page instruction manual • 124 different pieces • 7 groups with involvement • Less than 100 hours of time to deploy Source: Effron and Ort – One Page Talent Management
  • 7. A Project – Two Tales – CEO Initiative • Company 2 • Understand good intentions but no expertise in direction • Develops plan to meet “heart of the goal” • Develops plan that is easy to understand and follow • Combines pieces for CEO to make implementation easier • Creates a project/process • 1-page of instructions • 5 pre-packaged pieces • Less than 1 hour of time to deploy Source: Effron and Ort – One Page Talent Management
  • 8. A Project Management Definition • A deliberately planned effort to increase an organization's effectiveness or efficiency. • It is NOT (on its own) Training  Personal development  Team development  HRD (human resource development)  L&D (learning and development)  • Project Management is about Organizational Change so must involve People, but also can involve developing Processes, Systems, and Structures • Solid Project Management combines all of these facets
  • 9. Your World – A Thought Process • Consider these three questions: • What is the prevailing approach to Project Management or “change” as practiced in your organization/current client? What does this actually look like? • What is your own view of Project Management and how it might best be realized? How is your own view of Project Management itself changing? • What one factor most seriously undermines Project Management success in your organization/current client
  • 10. Research Experts – Limitations to PM • It is estimated that 70% of all PM initiatives “fail” • General Beliefs • Executive sponsorship (empowerment) • Execution (follow-through) • Dr. Jerry Smith • Yes, you need sponsorship, buy-in, and, follow through • You also need willing organizational participants (change through people) • Quanta Consulting (Eliot Cohen and John Gooch) • A failure to learn • A failure to adapt • Whether we like it or not, PM is impacted by culture
  • 11. Research Experts – Benefits to PM • A Behavioral Approach • Create a strong case for movement -- a compelling value proposition (“what's in it for me?”) and effective communication • Behavior-based change involves less tangible areas like skills and culture. A different mindset and solid leadership skills are needed • Structural and systems changes are easy to track, but they rarely result in broad-based behavioral change or skills development. Track the things that will lead to change • Make sure you put the appropriate time, people, and resources against the opportunity • Major change requires many initiatives (e.g., strategy, reengineering, training, system redesign). Create an overall architecture to help guide and fit all the pieces together
  • 12. Change The Culture Around PM
  • 13. Linking People to PM to Business Success – A Hybrid Model • Projects should link to organizational bottom-line • What problem is this solving? • How will it positively benefit the organization? • What does success look like? Tomorrow? 3 months? 6-12 months? • This linkage is your responsibility – NOT your sponsor. Push back on poor projects • The Project should link to culture and culture of change • How does our culture support/detract from this direction • What is our culture around change (3 questions) • A full people analysis will tell you where to start and how fast to move forward • Champions, laggers, followers/left behinds
  • 14. Success is Determined by the People
  • 15. Success is Determined by the People Comprehensive Assessment Model CAT Process Personality Judgment Development Motives and Values
  • 16. Success is Determined by the People The People Component – 30-30-30 of direction, culture, CEO • In any project/change initiative, regardless alignment, leader support, finances • 30% will fully embrace idea with little need for additional motivation • 30% will somewhat embrace idea but could be made to embrace it more with a little push and motivation • 30% will reject, ignore, limit, or work against idea regardless of effort • Real-life examples • Japan – 1970’s • Middle East – forever? • Mexico/Central America – e.g., Meeting timing • The other 10%
  • 17. Success is Determined by the People Defining the 30-30-30
  • 18. Success is Determined by the People Pace = Organizational Commitment and Alignment Scoring: Color range indicates one of three relative “speed” ranges (1, 10, or 100mph) The +/- signs left and right of the score indicate if the business is above or below industry average Change (left) and Collaboration (right) scores. The outer circle estimates performance range based on investment push. As one’s score increases, range variance expand. Heavy investment won’t sizably add pace for low scorers, but high scorers can greatly underachieve with insufficient push.
  • 19. Pace = Organizational Commitment • Great way to discuss the people barrier – put it into leadership question/equation • Leaders can resign themselves to the fact that they are not managing or that they will get results • Allows us to predict Project Path AND Hindrances before project commencement • The higher the chosen speed • The more commitment from the organization • The more activities and higher up the activities go • For Management • It becomes their choice • It becomes their responsibility
  • 20. Success is Determined by the People The People Component – 30-30-30 (continued) • Identify the 30 - 30 – 30 • Create Process Champions out of first 30 • Determine 2-4 motivators of middle 30 • Performance manage the bottom 30
  • 21. Success is Determined by the People The People Component – The Goal • Keys to this process • Convergent Assessment • Candid feedback on new direction and likely place in 30-30-30 • True spoils and public recognition of top 30 • Management and management support around new direction • Ongoing risk monitoring via Risk Assessment throughout project lifecycle
  • 22. Success is Determined by the People The People Component – The Goal (continued) • Outcomes • Quicker project initiation with clearer path to success • More efficient use of resources • Greater transparency into “true” project risk throughout project lifecycle
  • 28. Project Management – Culture – And You
  • 29. Personal Culture • Those things you value in your role • Across your career – apex of your career • Across your career – biggest downfall • Underlying themes • Those characteristics you value in clients • Positive and Negative • Motives and Values • How they Solve Problems and Make Decisions • Those projects you value most • Planning and Control • Culture and Environment • Leadership Focus and Support
  • 30. Concluding Thoughts • PM must become more business focused • PM must understand change – organizational, cultural, • • • • leadership, processes, personal Place responsibility on manager and evaluate likely propensity to succeed Link plans to commitment and keep expectations realistic and on client Define the people side and leverage 30-30-30 Short and quick wins with celebration
  • 31. Measuring and Managing the Human Aspect of Project Management Jared D. Lock, Ph.D., Co-Founder Convergent, LLC JaredL@Convergent.com 918-808-5451 Slides will be posted at www.ConvergentLLC.com