Foundational Skills to Lead Enterprise Programs

1. Dr. Kaali Dass, PMP, PhD
29th Oct 2016
Foundational Skills to Lead Enterprise Programs

2.  Q & A
 Skills to Lead Enterprise Programs
 Organization Strategy & Planning
 The Fourth Industrial Revolution
Agenda

3. The Fourth Industrial
Revolution

4. Evolution of Industry
1784
Steam, Water,
Mechanical
production
equipment
1870
Division of
Labor
Electricity
Mass
production
1969
Electronics,
Information
Technology
Automated
Production
Cyber-Physical
Systems
Source: wef.org
1
2
3
4

5. Market Disruptors

6. Competitive Strategy: Porter Model
Source: Michael E. Porter, Competitive Strategy
Rapid
Technology
Changes
Innovation in
Marketplace
Customer
Awareness
Globalization
Industry
Rivalry
New
Entrants
Customers
(Bargain)
Substitute
Products
Suppliers
(Bargain)

7. http://www.businessinsider.com/chambers-40-of-companies-are-dying-2015-6
John Chambers, Chairman
Cisco Systems, Inc.
More than one-third of businesses
today will not survive the next 10
years…
Either we disrupt or we get
disrupted…

8. Change
Replace old
state with
new state
Radical and significant change in Operations, shift in
culture and people's behavior and mindsets to
implement the transformation successfully and
sustain it over time
Improving
Existing
Process
Change Types
Ref: The Change Leader's Roadmap by Linda Ackerman Anderson; Dean Anderson; Daryl R. Conner

9. Portfolio, Programs, and Projects

10. SWOT Analysis (Internal / External)
Strategic Choices (Portfolio)
Strategy Implementation
Programs and Projects
Mission
Source: Project Management by Eric W. Larson and Clifford F Gray
Strategy Objectives
Portfolio, Programs, Projects
StrategyAlignment

11. PMI Knowledge Areas
Reference: PMBOK Guide 5th Edition
Human
Resources
Management
Quality
Management
Procurement
Management
Risk
Management
Communications
Management
Cost
Management
Time
Management
Scope
Management
Stake Holder
Management
Integration
Management

12. Enterprise Programs
Human
Resources
Management
Quality
Management
Procurement
Management
Risk
Management
Communications
Management
Cost Management
Time
Management
Scope
Management
Stake Holder
Management
 High Budget
 Longer Duration
 Large Scope Items
 Scope Increase as Teams Uncover New Issues

13. Enterprise Programs
Human
Resources
Management
Quality
Management
Procurement
Management
Risk
Management
Stakeholder
Management
Cost
Management
Time
Management
Scope
Management
Communication
Management
 Large number of Stakeholders (Approx. greater than 20)
 Multiple Sites and Global Sites
 Multiple Business Units
 Cross Functional Teams
 External Teams and Vendors

14. Enterprise Programs
Human
Resources
Management
Quality
Management
Procurement
Management
Risk
Management
Cost
Management
Time
Management
Scope
Management
Stake Holder
Management
Communications
Management
 Global and Dispersed Teams
 Large Communication Channels (190+)
 Lack of Awareness: Business Value
 Multiple Modes of Communication
 Multiple Communication Frequency
 Stakeholder Specific Content

15. Enterprise Programs
Quality
Management
Procurement
Management
Risk
Management
Communications
Management
Cost
Management
Time
Management
Scope
Management
Stake Holder
Management
Human Resources
Management
 Manage Dynamic & Global Teams
 Manage Without Authority
 Motivating / Influencing Team Members
 Contribution Towards Business Value

16. Enterprise Programs
Human
Resources
Management
Quality
Management
Procurement
Management
Risk
Management
Communications
Management
Cost
Management
Time
Management
Scope
Management
Stake Holder
Management
 Identify Common Standards & Best Practices
 Communication and Adoption of Standards
 Consistent Process and Standards Across Business Units
 Quality Measurement & Metrics

17. Enterprise Programs
Human
Resources
Management
Quality
Management
Procurement
Management
Risk
Management
Communications
Management
Cost
Management
Time
Management
Scope
Management
Stake Holder
Management
 Identifying Risks are Complex
 Many Unknown Unknowns
 Internal and External Risks
 Technology Risks
 Process Risks
 People Risks

18. Stake Holder
Management
Enterprise Programs
Human
Resources
Management
Quality
Management
Procurement
Management
Risk
Management
Communications
Management
Cost
Management
Time
Management
Scope
Management
 Technology Adoption
 Process & Standards Adoption
 Vendor Management
 Dependencies to External Environment

19. Skills to Lead Enterprise Programs

20. PMI Talent Triangle
Technical Project Management
Knowledge, skills and behaviors related to specific domains of project, program and portfolio
management
Leadership
Knowledge, skills and behaviors specific to leadership-oriented; cross-cutting skills that help an
organization achieve its business goals
Strategic and Business Management
Knowledge of and expertise in the industry or organization that enhances performance and better
delivers business outcomes

21. PMI Talent Triangle
 Requirements Gathering
Techniques
 Project Controls and
Scheduling
 Risk Management
 Scope Management
 Agile Tools and Techniques
 Communication
 Team Building
 Negotiation
 Influencing
 Conflict Management
 Problem solving
 Emotional Intelligence
 Motivation
• Strategic Planning/Alignment
• Contract Management
• Finance/Budgeting
• Business Acumen
• Operational Functions

22. Ref: https://www.weforum.org/agenda/2016/01/the-10-skills-you-need-to-thrive-in-the-fourth-industrial-revolution/
Skills in 2020
Complex Problem Solving
Critical Thinking
Creativity
People Management
Coordinating with Others
Emotional Intelligence
Judgement and Decision Making
Service Orientation
Negotiation
Cognitive Flexibility

23. Future Jobs
Ref: https://www.weforum.org/agenda/2016/10/the-most-important-skills-of-tomorrow-according-to-five-global-leaders/
“A child today can expect to change
jobs at least seven times over the
course of their lives – and five of
those jobs don’t exist yet”
Esteban Bullrich, Argentinian Minister of Education
“35% of the skills necessary to thrive in
a job today will be different five years
from now”

24. Business: Understand business case, business value,
and impact to stakeholders
Technology: Office and communication technologies,
Learning new systems/technologies, Information
Security and related technologies
Leadership: Strong organizational skills; Meet
timelines on deliverables; Ownership and
accountable; Understand client needs, Team player,
Collaboration, Creative, Innovative, and Problem
solving skills.
Debbie Peek
Assistant Vice President
Rho, Inc.

25. Business: Knowledge about industry, products,
services, and customer needs
Technology: Technology mindset, willing to learn,
effective use of technologies to solve business
problems
Leadership: Innovate, Influence, Good
communication, adopting to change, and flexible
Atul Sethi
IT Director
Cisco Systems, Inc.

26. Business: Understand Organizational Goals, Business
Value, Proactive, Adopt to change
Technology: Data Science, Office Software and
related technologies
Leadership: Coach, Mentor, Lead by Example, Follow
through issues for closure
Dr. Craig Kung
Dean
Strayer University

27. Know Your Industry
Understand your organization Culture and Strategy
Align your Program Objectives towards Organization’s
Strategy
Balance your Skills and Learning on Business, Technical,
and Leadership
Key Takeaways

28. If your actions inspire others to
dream more, learn more, do more
and become more, you are a leader
John Quincy Adams

29. Q&A
dassconnet@gmail.com
https://www.linkedin.com/in/kaalidass