Five Steps toward Increased Organizational Agility - Agile Training … · 2019-05-06 · Five Transformational Steps toward Increased Organizational Agility 1. Change now! 2. Adopt

Five Steps toward Increased Organizational Agility

PMI NZ Presentation. April 15th 2019. Wellington, New Zealand

1© Iain Fraser

Organizational Agility - why the need?

9 out of 10 executives say agility is critical for business success. (McKinsey & Co)

90% percent of executives say it’s vital and 50% said that rapid decision-making & execution are essential. (EIU)

14% more money being wasted if you are not! (PMI)

The VUCA world.

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Five Transformational Steps toward Increased

Organizational Agility1. Change now!

2. Adopt theme around ‘3 P’s to Success’

3. Operate on elements of value management, portfolio management, matrix structure.

4. Pivot on vision, strategic goals, business objectives and integration.

5. Balance risk with opportunity via the ‘Continuum of Investment’.

© Iain Fraser 3Let’s explore…

Step 1 - Change Now Types & Levels

Operational (L1), Tactical (L2), Strategic (L3).

Approaches

Engineering – mechanical. Value Methodology (BPR) based.

Process – uses a model for change eg John Kotter.

Psychological – helping making sense of it all.

Being vs Doing - powerful conversations that are planned & focused.

Skills-based - innovation, professionalism, collaboration.

Story-telling - sharing the message and giving time to ponder.

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Step 2 - The 3 P’s to Success

Purpose – vision, goals & CSF’s, business objectives, culture.

People – empowerment, new skills, accountability & responsibility.

Performance – light (lite) systems, driving for results, integration, balance of opex & capex.

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Step 3 – Have these Elements

Value management

Portfolio management

Organization design & Integration

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Organisational & P3M Governance

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Step 4 – Adopt the Pivot Model

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Integrated Functions

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Strategic Goals

ScopePerformance

Excellence

PROGRAM

PORTFOLIO

PROJECT

Integrated

Solutions

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Step 5 – Balance Risk with Opportunity

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Bringing it Together…

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Using a Balanced Scorecard Approach(Four Common Perspectives)

Risk & Control

Financial

Strategy & Change

CustomerCommunity &

Colleague

Vision & Strategy

•Objectives, Measures, Targets and Initiatives are identified for each Perspective.•Common to have slight emphasis one 1 Perspective© Iain Fraser

Key Organisational Considerations

Leadership

Culture including Vision & Purpose

Change Appetite

Business Systems (Go Lite!)

People

Supply Chain

Support Functions eg Finance, HR, EPMO

Technology

P3M Practitioner Roles.

12The Age of Simplification - Fast, Focused and Future-Proof!© Iain Fraser

Action Plan for EPMO

Be responsible for the Value Mgmt Framework & Portfolio Mgmt model.

Link to strategic goals and map to business objectives.

Blend opex and capex.

Staffed by business orientated people.

Use and integrate across key enterprise tools - ERP, EAM, P3M, etc.

Big picture thinking & action!

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Contact Information…

iain.fraser@jacobite.co.nz

www.iainfraser.net

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www.amazon.com

www.bookdepository.com

www.fishpond.com

www.pmi.org

et al© Iain Fraser

The Agile Manifesto…“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

Individuals and interactions over process and tools,

Working software over comprehensive documentation,

Customer collaboration over contract negotiation,

Responding to change over following a plan.

That is, while there is value in the items on the right, we value the items on the left more.”

© Iain Fraser 15Source: The Agile Manifesto authors. 2001