Five Steps toward Increased Organizational Agility PMI NZ Presentation. April 15 th 2019. Wellington, New Zealand 1 © Iain Fraser
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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
© Iain Fraser
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!
13© Iain Fraser
Contact Information…
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
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