The Forgotten Phase of Strategic Project Management By Craig A. Stevens 4/30/2013
PMI Symposium
craigastevens@westbrookstevens.com
1
craigastevens@westbrookstevens.com
The Forgotten Phase of Strategic Project Management • Craig’s approach to Strategic Project Management incorporates the organization’s mission, goals, and strategy; ethics; systems thinking; change management; and project management. The forgotten phase of strategic project management is the back-story to how we got to the project in the first place. Join us as Craig explains his interconnected business models that make up the strategy part of change implementation found in his soon to be released book The Forgotten Phase of Strategic Project Management. 1/7/2013
2
craigastevens@westbrookstevens.com
The Forgotten Phase of Strategic Project Management – Craig’s Bio •
•
•
Craig Stevens has been a Management, Industrial, and Systems Engineer for over 30 years. Currently he is the Manager for the Process Improvement Program for HCA Physician Services, where the PIP Team is developing the PI/Lean/Six Sigma program for about 600 practices. He is also the president of Westbrook Stevens, LLC; an Author; and a Visual Artist. Before HCA, he worked as a consultant for over 100 different organizations in 25 states including (US DOD, US DOE, NASA, Lockheed Martin, Westinghouse, DuPont, etc.). Craig has worked in every layer of an organization and in several industries (Healthcare, Government, Manufacturing, Agriculture, Hospitality, Scientific Research, Energy, Waste Management and Environmental Restoration, Not-For-Profits, and Construction). He was the Chief Engineer and Quality Manager for PRAGMATICS, INC. (8a), Program Manager for Science Applications International Corporation (SAIC), and was the Mechanical Engineer SME in solar and electric power, explosives, and general engineering for U.S. DOE, Office of Scientific and Technical Information (OSTI). Craig is the Author of the Geronimo Stone series and is writing a book on Strategic Project Management for Gower Publishing in London. Currently he teaches Project Management and Business Analysis at Belmont University and has written many papers on management subjects and served as adjunct faculty for Vanderbilt University, Belmont University, Trevecca Nazarene University, University of Phoenix, Nashville State Tech, and UT Knoxville as a TA. He was also a trainer/facilitator of Project Management for the American Management Association International (AMAI) and Padgett Thompson. He has taught graduate and undergraduate classes and workshops in Strategic Implementation, Innovation and R&D, Operations Management, Project Management, Change Management, Manufacturing Management, Strategic Management, General Management Principles, Systems Management, Statistics, Customer Service, Engineering Economy, and Human Factors Engineering.
1/7/2013
3
http://issuu.com/craigastevens
Agenda Strategic Project Management
✓
1
Goals/Objectives
2
Relationship of Change, PM, and SPM
3
Strategy the Storms of Chaos This is anand example text. Go ahead and replace it
4
Pinball and the Drivers of Change
5
Systems Thinking, Loops, and Layers
6
Change Management
7
The Seven Attributes of Excellent Management
8
Summary
craigastevens@westbrookstevens.com
4
craigastevens@westbrookstevens.com
Goals and Objectives This Presentation
• To Introduce Strategic Project Management • Explain The Purpose SPM • Show the Back-Story
5
Phase 1
Phase 2
The Big Picture
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
More Equipment Cost
Productivity, Morale, Quality
(5) SYSTEMS More Trips
Delays
Debt
Before A Change During A Change
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity in Cars
Delays Delays
After A Change
Reputation
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate
Phase 5
Delays
L ST NA RU TIO CT IZA Satisfied AN UR Customers RG (4) INTERNAL E O Positive (3)
Cost of Marketing Cash Flow
Phase 3
Consulting
(2) People
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Natural Cocoon Phase
Morale Delays Hiring Personnel
Delays
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL
ENVIRONMENT, Domestic AL ST ION RU T A CT Human Resources NIZ A UR RG (4) INTERNAL E O ) 3 (
ENVIRONMENT
Planning and Leadership History of Commitment
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
(5) SYSTEMS
Phase 4 (2) People
Communication Communication
Copyright Š 2007, www.WestbrookStevens.Com 6
http://issuu.com/craigastevens
Agenda Strategic Project Management
✓
1
Goals/Objectives
✓
2
Relationship of Change, PM, and SPM
3
Strategy the Storms of Chaos This is anand example text. Go ahead and replace it
4
Pinball and the Drivers of Change
5
Systems Thinking, Loops, and Layers
6
Change Management
7
The Seven Attributes of Excellent Management
8
Summary
craigastevens@westbrookstevens.com
7
craigastevens@westbrookstevens.com
Two Types of Change - 2nd Order Change (or A Major Step Change) Before the Change
1/7/2013 1/7/2013
During the Change
After the Change
8 Copyright Š 2007, www.WestbrookStevens.Com
8
craigastevens@westbrookstevens.com
1st Order Changes or Continuous Improvement Adapt Adapt
Adapt
Start
1/7/2013 1/7/2013
Copyright Š 2007, www.WestbrookStevens.Com 9 9
http://issuu.com/craigastevens
Agenda Strategic Project Management
✓
1
Goals/Objectives
✓
2
Relationship of Change, PM, and SPM
✓
3
Strategy and the Storms of Chaos
4
Pinball and the Drivers of Change
5
Systems Thinking, Loops, and Layers
6
Change Management
7
The Seven Attributes of Excellent Management
8
Summary
craigastevens@westbrookstevens.com
10
Phase 1
Phase 2
The Big Picture
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
More Equipment Cost
Productivity, Morale, Quality
(5) SYSTEMS More Trips
Delays
Debt
Before A Change During A Change
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity in Cars
Delays Delays
After A Change
Reputation
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate
Phase 5
Delays
L ST NA RU TIO CT IZA Satisfied AN UR Customers RG (4) INTERNAL E O Positive (3)
Cost of Marketing Cash Flow
Phase 3
Consulting
(2) People
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Natural Cocoon Phase
Morale Delays Hiring Personnel
Delays
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL
ENVIRONMENT, Domestic AL ST ION RU T A CT Human Resources NIZ A UR RG (4) INTERNAL E O ) 3 (
ENVIRONMENT
Planning and Leadership History of Commitment
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
(5) SYSTEMS
Phase 4 (2) People
Communication Communication
Copyright Š 2007, www.WestbrookStevens.Com 11
Copyright Š 2007, www.WestbrookStevens.Com
Project Management is the Change Implementation Tool Before the Change
1/7/2013
During the Change
After the Change
12
The Forces of Chaotic Change and Thrive-ability Westbrook Stevens Storms of Chaotic Change
The Waves -Foreseeable Future Events
Stack of Papers (represent you and your work)
The Storm
The Lightning
What Important Issues do You See Coming For Your Organization Over the Next 5 Year
Waves of Trends
SWOT The Buoyancy
The Forces of Chaotic Change and Thrive-ability Westbrook Stevens Storms of Chaotic Change
The Lightning -Unforeseeable Future Events
The Waves -Foreseeable Future Events
The Storm What Important Issues do You See Coming For Your Organization Over the Next 5 Year
The Lightning
Waves of Trends
SWOT The Buoyancy
The Forces of Chaotic Change and Thrive-ability Westbrook Stevens Storms of Chaotic Change
The Lightning -Unforeseeable Future Events
The Waves -Foreseeable Future Events
The Buoyancy -- Supporting Market, Societal, Political and Other Allied Forces
The Storm
The Lightning
What Important Issues do You See Coming For Your Organization Over the Next 5 Year
Waves of Trends
SWOT The Buoyancy
The Forces of Chaotic Change and Thrive-ability Westbrook Stevens Storms of Chaotic Change
The Lightning -Unforeseeable Future Events
The Storm -Threatening Competition, Societal, Political and Other Enemy Forces
The Waves -Foreseeable Future Events
The Buoyancy -- Supporting Market, Societal, Political and Other Allied Forces
Andrew Grove, Chairman and CEO of Intel Corporation • It use to be that when we had a good idea, we had some time to implement it. • Now we find that 6 other companies have the same idea. – Some are ahead of us and some are behind us.
Forbes Great Minds of Business
The Storm
The Lightning
What Important Issues do You See Coming For Your Organization Over the Next 5 Year
Waves of Trends
SWOT The Buoyancy
The Forces of Chaotic Change and Thrive-ability Westbrook Stevens Storms of Chaotic Change
The Lightning -Unforeseeable Future Events
The Storm -Threatening Competition, Societal, Political and Other Enemy Forces
The Waves -Foreseeable Future Events
The Buoyancy -- Supporting Market, Societal, Political and Other Allied Forces
Waves of Trends
The Storm Your Ship
The Lightning
The Buoyancy
SWOT What can you do about it? What changes are needed?
Copyright Š 2007, www.WestbrookStevens.Com
Project Management is the Change Implementation Tool Before the Change
1/7/2013
During the Change
After the Change
25
http://issuu.com/craigastevens
Agenda Strategic Project Management
✓
1
Goals/Objectives
✓
2
Relationship of Change, PM, and SPM
✓
3
Strategy and the Storms of Chaos
✓
4
Pinball and the Drivers of Change
5
Systems Thinking, Loops, and Layers
6
Change Management
7
The Seven Attributes of Excellent Management
8
Summary
craigastevens@westbrookstevens.com
26
Phase 1
Phase 2
The Big Picture
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
More Equipment Cost
Productivity, Morale, Quality
(5) SYSTEMS More Trips
Delays
Debt
Before A Change During A Change
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity in Cars
Delays Delays
After A Change
Reputation
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate
Phase 5
Delays
L ST NA RU TIO CT IZA Satisfied AN UR Customers RG (4) INTERNAL E O Positive (3)
Cost of Marketing Cash Flow
Phase 3
Consulting
(2) People
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Natural Cocoon Phase
Morale Delays Hiring Personnel
Delays
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL
ENVIRONMENT, Domestic AL ST ION RU T A CT Human Resources NIZ A UR RG (4) INTERNAL E O ) 3 (
ENVIRONMENT
Planning and Leadership History of Commitment
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
(5) SYSTEMS
Phase 4 (2) People
Communication Communication
Copyright Š 2007, www.WestbrookStevens.Com 27
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
(4) INTERNAL ENVIRONMENT
(5) SYSTEMS
(2) People Copyright © 2007, www.WestbrookStevens.Com 28
Organization is a System – Therefore, Changes Drive Other Changes ISO Quality Standards
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
(3) INTERNAL ENVIRONMENT
Inputs
Excellence (4) SYSTEMS
(5) People (Behavior Theory)
Dissertation Attempt #2
Copyright © 2007, www.WestbrookStevens.Com 29
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
(4) INTERNAL ENVIRONMENT
(5) SYSTEMS
(2) People Copyright © 2007, www.WestbrookStevens.Com 30
Copyright Š 2007, www.WestbrookStevens.Com
Unintended Consequences = Understand the Secondary Changes During Planning Before the Change
1/7/2013
During the Change
After the Change
31
Possible Unintended Changes People Changes
Internal Environmental Changes
External Environmental Changes
Your Ship
Organizational Structure Changes
Systems Changes
http://issuu.com/craigastevens
Agenda Strategic Project Management
✓
1
Goals/Objectives
✓
2
Relationship of Change, PM, and SPM
✓
3
Strategy and the Storms of Chaos
✓
4
Pinball and the Drivers of Change
✓
5
Systems Thinking, Loops, and Layers
6
Change Management
7
The Seven Attributes of Excellent Management
8
Summary
craigastevens@westbrookstevens.com
33
Phase 1
Phase 2
The Big Picture
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
More Equipment Cost
Productivity, Morale, Quality
(5) SYSTEMS More Trips
Delays
Debt
Before A Change During A Change
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity in Cars
Delays Delays
After A Change
Reputation
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate
Phase 5
Delays
L ST NA RU TIO CT IZA Satisfied AN UR Customers RG (4) INTERNAL E O Positive (3)
Cost of Marketing Cash Flow
Phase 3
Consulting
(2) People
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Natural Cocoon Phase
Morale Delays Hiring Personnel
Delays
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL
ENVIRONMENT, Domestic AL ST ION RU T A CT Human Resources NIZ A UR RG (4) INTERNAL E O ) 3 (
ENVIRONMENT
Planning and Leadership History of Commitment
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
(5) SYSTEMS
Phase 4 (2) People
Communication Communication
Copyright Š 2007, www.WestbrookStevens.Com 34
Copyright Š 2007, www.WestbrookStevens.Com
Unintended Consequences = Understand the Secondary Changes During Planning Before the Change
1/7/2013
During the Change
After the Change
35
Example
Number of Jobs being worked
Sales
Positive Word of Mouth
Satisfied Customers
Size of Town
e m Ti
Skills Available y
la De
One of the Biggest Problems Westbrook S tevens
07/31/2000
144
Rate of Growth (Productivity, Sales, Profit, Etc.)
Limits to Growth Archetype Behavior Over Time with Change Curve Project Management Phase
Benefits of Doing Change/Project Management Well
Effort
Time
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Delays
Competitiveness Factors
Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
Delays Cost of Marketing Reputation
Satisfied Customers
Cash Flow
Positive Word of Mouth
More Routes, Stops and Services Service Hours
Interest Rate Delays
Debt More Equipment Cost
More Trips
More Equipment
Equipment Fleet
Productivity and Quality
Delays
More Sales
Delays
Higher Capacity in Cars
Delays Delays
Delays Positive Media
Consulting
More Maintenance More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Delays
Morale Delays Hiring Personnel
Human Resources
Tragedy of the Commons Archetype Performance Over Time
Performance
At Point of Rewards
Successful Groups Improve = Pride and Motivation
Losing Groups Slide Deeper = Shame and Dissatisfaction
Zero
Time
Rate of Growth (Sales, Profit, Etc.)
The Tragedy of the Commons Archetype Behavior Over Time
Organizational Profits Varying Benefits to the Different Groups
Time
Cumulative Profit
Shifting the Burden Archetype Profits Over Time with Change Curve
Project Management Phases
Zero Benefits of Doing Change/Project Management Well
Time
Cumulative Cost
Shifting the Burden Archetype Cost Over Time with Project Cost Curve
Project Management Phases
Time
Cumulative Cost
The Escalation Archetype Cost Over Time with Project Cost Curve
Project 1 Management Phases
Project 2 Management Phases
Time
Eroding Goals Archetype Competitiveness and Capacity Based on Eroding Goals
Original Project Management Phases
Current Reality
Project Management
Desired Goals
Future Competitiveness and Capacity
Eroding Goals Archetype Competitiveness and Capacity Based on Eroding Goals
Original Project Management Phases
Current Reality
Desired Goals
Future Competitiveness and Capacity
http://issuu.com/craigastevens
Agenda Strategic Project Management
✓
1
Goals/Objectives
✓
2
Relationship of Change, PM, and SPM
✓
3
Strategy and the Storms of Chaos
✓
4
Pinball and the Drivers of Change
✓
5
Systems Thinking, Loops, and Layers
✓
6
Change Management
7
The Seven Attributes of Excellent Management
8
Summary
craigastevens@westbrookstevens.com
46
Phase 1
Phase 2
The Big Picture
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
More Equipment Cost
Productivity, Morale, Quality
(5) SYSTEMS More Trips
Delays
Debt
Before A Change During A Change
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity in Cars
Delays Delays
After A Change
Reputation
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate
Phase 5
Delays
L ST NA RU TIO CT IZA Satisfied AN UR Customers RG (4) INTERNAL E O Positive (3)
Cost of Marketing Cash Flow
Phase 3
Consulting
(2) People
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Natural Cocoon Phase
Morale Delays Hiring Personnel
Delays
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL
ENVIRONMENT, Domestic AL ST ION RU T A CT Human Resources NIZ A UR RG (4) INTERNAL E O ) 3 (
ENVIRONMENT
Planning and Leadership History of Commitment
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
Communication
(5) SYSTEMS
Phase 4 (2) People
Communication
Copyright Š 2007, www.WestbrookStevens.Com 47
Copyright Š 2007, www.WestbrookStevens.Com
Project Management is the Change Implementation Tool Before the Change
1/7/2013
During the Change
After the Change
48
Decline
Maturity
Growth
Introduction
Development
Cash
Product Lifecycle
www.westbrookstevens.com
Revenue
Profit
Time Copyright Š 2007, www.WestbrookStevens.Com 49
Risk and the “J” Curve Positive ROI
Good Risk Management Average Risk Management
Breakeven Point
Negative ROI
3/21/2013
Poor Risk Management
Copyright © 2007, www.WestbrookStevens.Com 50
Classifications of Change This Colum n is From the Firm s Point of View
1st Order Changes -
2nd Order Changes -
Small Incremental Changes
Major Step Changes
Positive Negative Positive Results Results Results Internal Environmental Levels st
1 Level = Individual or Employee Level
Negative Results
Adaptation
Deterioration
Metamorphosis
Dissolution
Incremental changes related to people that leads to positive results.
Incremental changes related to people that leads to negative results.
Frame breaking change related to people that leads to positive results.
Frame breaking change related to people that leads to negative results.
Adaptation
Deterioration
Metamorphosis
Dissolution
Incremental changes within a part of the larger entity that leads to positive results.
Incremental changes within a part of the larger entity that leads to negative results.
Frame breaking change within a part of the larger entity that leads to positive results.
Frame breaking change within a part of the larger entity that leads to negative results.
Adaptation
Deterioration
Incremental changes related to the entire company/firm or larger entity that leads to positive results.
Incremental changes related to the entire company/firm or larger entity that leads to negative results.
People
nd
2 Level = Organization or Division Level People with or without Technology rd
3 Level = Firm or Level People with or without Technology
External
Metamorphosis
Dissolution
Frame breaking Frame breaking change related to change related to the entire the entire company/firm or company/firm or larger entity that larger entity that leads to positive leads to negative results. results. Copyright Š 2007, www.WestbrookStevens.Com 51 Environmental Levels
Changes, Forced On an Organization and Proactively Managed with a Positive Result
Metamorphoses
Start
Copyright Š 2007, www.WestbrookStevens.Com 52
Changes, Forced On an Organization and Reactively Managed with a Positive Result and Changed in the Middle of the Project
Metamorphoses
Start
Copyright Š 2007, www.WestbrookStevens.Com 53
Changes , Forced On an Organization and Reactively Managed with a Negative Result
Start
Dissolution
Copyright Š 2007, www.WestbrookStevens.Com 54
Division Level People with or without Technology
larger entity that leads to positive results.
entity that leads to negative results.
entity that leads to positive results.
Classifications of Change Deterioration Metamorphosis
Adaptation
3rd Level = This Colum is From Firm or nLevel the Firm s Point of View People with or without Technology
Incremental Incremental changes related changes related 1st Order Changes to the entire to the entire Small Incremental Changes company/firm or company/firm or larger entity that larger entity that Positive Negative leads to positive leads to negative Results Results results. results.
Adaptation Evolution
Deterioration Degeneration
4 Level = = Individual or Industry Level Employee People and/or Technology Level
Incremental Incremental changes Changesrelated within to that thepeople established leads to positive industry that results. leads to net-
Incremental Incremental changes Changesrelated within to that thepeople established leads to negative industry that results. leads to net-
People
positive results for the industry.
negative results for the industry.
th nd
25 Level Level == National Level Organization or People and/or Division Level Technology People with or without Technology
3rd th
Level = 6 Level = Firm or Level Global oror People with without Technology International People and/or
Dissolution
Frame breaking Frame breaking change related to change related to 2nd Order Changes the entire the entire Major Changes or company/firm or Stepcompany/firm larger entity that larger entity that Positive Negative leads to positive leads to negative Results Results results. results.
Internal Environmental External Environmental Levels Levels
th Level 1st
that leads to negative results.
Metamorphosis Revolution
Dissolution Disintegration
Frame Frame breaking breaking change to change related within the people that leads to established industry positive results. that leads to net-
Frame Frame breaking breaking change to change related within the people that leads to established industry negative results. that leads to net-
positive results for the industry.
negative results for the industry.
Evolution Adaptation
Degeneration Deterioration
Incremental Changes on the changes within national level a part of the that leads tothat larger entity net-positive leads to positive results results.for the nation. Adaptation
Incremental Changes on thea changes within national level that part of the larger leads to netentity that leads negative results to negative for the nation. results.
Frame breaking change on the a within national level that part of the larger leads to net-positive entity that leads to results for the positive results. nation.
Frame breaking change on the a part within national level that of the larger entity leads to netthat leads to negative results results.for the nation.
Incremental changes related Changes on the to the entire global level that company/firm or leads to netlarger entity that positive leads to results positive for the global results.
Deterioration Degeneration Incremental
Incremental changes related Changes on the to the entire global level that company/firm or leads to netlarger entity that negative results leads to negative for the global results.
Metamorphosis Revolution Frame breaking
Dissolution Disintegration Frame breaking
Evolution Incremental
External
Revolution Metamorphosis
Disintegration Dissolution
Frame Frame changebreaking related to changebreaking related to change on the change on the the entire the entire global level that global level that company/firm or company/firm or leads to net-positive leads to netlarger entity that larger entity that results the negative results for leads tofor positive leads to negative global community. the global results. results. Copyright Š 2007, www.WestbrookStevens.Com 55 Environmental Levels
Phase 1
Phase 2
The Big Picture
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
More Equipment Cost
Productivity, Morale, Quality
(5) SYSTEMS More Trips
Delays
Debt
Before A Change During A Change
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity in Cars
Delays Delays
After A Change
Reputation
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate
Phase 5
Delays
L ST NA RU TIO CT IZA Satisfied AN UR Customers RG (4) INTERNAL E O Positive (3)
Cost of Marketing Cash Flow
Phase 3
Consulting
(2) People
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Natural Cocoon Phase
Morale Delays Hiring Personnel
Delays
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL
ENVIRONMENT, Domestic AL ST ION RU T A CT Human Resources NIZ A UR RG (4) INTERNAL E O ) 3 (
ENVIRONMENT
Planning and Leadership History of Commitment
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
Communication
(5) SYSTEMS
Phase 4 (2) People
Communication
Copyright Š 2007, www.WestbrookStevens.Com 56
http://issuu.com/craigastevens
Agenda Strategic Project Management
✓
1
Goals/Objectives
✓
2
Relationship of Change, PM, and SPM
✓
3
Strategy and the Storms of Chaos
✓
4
Pinball and the Drivers of Change
✓
5
Systems Thinking, Loops, and Layers
✓
6
Change Management
✓
7
The Seven Attributes of Excellent Management
8
Summary
craigastevens@westbrookstevens.com
57
From Book Geronimo Stone http://www.llumina.com/store/geronimostone2.htm
Process Improvement Program Using a Balanced Approach Key Elements of Improvement 1. Leadership 2. Organizational Culture 3. Customer Focus 4. People and Teams 5. Skills and Tools 6. Processes and Systems 7. Performance Measures
craigastevens@westbrookstevens.com Westbrook Stevens Excellent Management Model Š
58
Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 Š
http://issuu.com/craigastevens
People and Team Building
From Book Geronimo Stone http://www.llumina.com/store/geronimostone2.htm
59
craigastevens@westbrookstevens.com
The Three Phases of A Change Before the Change
1/7/2013
During the Change
After the Change
Copyright Š 2007, www.WestbrookStevens.Com 60
Before A Change
During A Change
After A Change
Natural Cocoon Phase
Planning and Leadership History of Commitment Communication
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
and Stevens Change Model Communication CopyrightSteven Š 2007, www.WestbrookStevens.Com 61
Copyright Š 2007, www.WestbrookStevens.Com
Project Management is the Change Implementation Tool Before the Change
1/7/2013
During the Change
After the Change
62
craigastevens@westbrookstevens.com
1st Order Changes or Continuous Improvement Adapt Adapt
Adapt
Start
1/7/2013 1/7/2013
Copyright Š 2007, www.WestbrookStevens.Com 63 63
Strategic Planning
Industrial/Systems Engineering
Process Improvement
Lean
Productivity Improvement
Project Selection Portfolio Management
Project Management Program Management
http://issuu.com/craigastevens
Agenda Strategic Project Management
✓
1
Goals/Objectives
✓
2
Relationship of Change, PM, and SPM
✓
3
Strategy and the Storms of Chaos
✓
4
Pinball and the Drivers of Change
✓
5
Systems Thinking, Loops, and Layers
✓
6
Change Management
✓
7
The Seven Attributes of Excellent Management
✓
8
Summary
craigastevens@westbrookstevens.com
65
Phase 1
Phase 2
The Big Picture
Financial Variables
Competitors Services
Competitors Fares
Fares
Delays
Competitiveness Factors
Delays Profits Market Segments
Market Size Delays
Willingness to Ride
Wages
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
More Equipment Cost
Productivity, Morale, Quality
(5) SYSTEMS More Trips
Delays
Debt
Before A Change During A Change
Delays
Productivity and Quality
Delays
More Sales
Delays
More Equipment Higher Capacity in Cars
Delays Delays
After A Change
Reputation
MoreENVIRONMENT Routes, Stops Word of Mouth and Services Positive Media Service Hours
Interest Rate
Phase 5
Delays
L ST NA RU TIO CT IZA Satisfied AN UR Customers RG (4) INTERNAL E O Positive (3)
Cost of Marketing Cash Flow
Phase 3
Consulting
(2) People
More Maintenance
Equipment Fleet
More Jobs
Find Maintenance Personnel
Find Train/Engineers Personnel
More Work For Existing Personnel
Temporary Staffing
Delays
Experience
Find Service Personnel
Delays
Training Personnel
Job Rotation Long Delays
Very Long Delays
Team Management
Delays
Turnover
Natural Cocoon Phase
Morale Delays Hiring Personnel
Delays
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL
ENVIRONMENT, Domestic AL ST ION RU T A CT Human Resources NIZ A UR RG (4) INTERNAL E O ) 3 (
ENVIRONMENT
Planning and Leadership History of Commitment
Valid Rationale
Planning
Team Acknowledgment
Leadership
Reassignment
Team Participation
Time Frame
Communication
(5) SYSTEMS
Phase 4 (2) People
Communication Communication
Copyright Š 2007, www.WestbrookStevens.Com 66