APM South Wales and West of England branch 13th BCAG meeting

Branch Corporate Advisory Group

Meeting No 13

25 March 2015

BAWA, Bristol

Association for

Project Management

South Wales and West of England Branch

Welcome and Introductions

Welcome

Introductions

Feedback Form

CPD certificate

Housekeeping

Fire Alarm

No smoking

Toilets

Mobiles

Lunch

Today’s Objectives

Enable BCAG members to work together for mutual benefit

Enhance collaboration between Corporates and HEIs

Agenda

09:00 Coffee and registration

09:30 Introductions

09:35 Review of previous notes and actions including corporate company liaison officers

10:15 Presentation 1 APM SWWE PM Challenge Update – Gary Mainwaring

10:45 Presentation 2 Discussion Session

11:15 Refreshment break

11:30 Presentation 3 Project Organisation P3M3 - Trevor Band

12:00 Presentation 4 APM HQ Update - Martin Gosden

12:30 Various Corporate initiatives and developments

13:00 Next Steps

13:30 Lunch

Review of Actions

BCAG minutes from September 2014

Acceptance of notes

Actions

Action 12.1 All. It was noted that this presentation would be ideal for an evening event for members.

Action 12.1 MG.

PMN: Action Closed the event was arranged for 5 March

Action 12.2 He provided a challenge for the corporate members in the form of a job description for a

‘corporate liaison officer’ which described what corporates could do to engage with APM and promote the

profession. It was agreed to put this on the agenda for the next BCAG Meeting. Action 12.2 BE

PMN: Action Closed as this topic is an agenda item today

APM Membership by Industrial Sector

Membership - APM SWWE

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Corporate Membership - APM SWWE

Forthcoming Events

31 March – Contracts and Procurement SIG event - NEC, Bristol

14 April – SWWE PM Challenge Finals Night, BAWA, Bristol

23 April – PM: Not just for work! Airbus, Bristol

6 May – Hinkley Point C – Taunton

20 May – Branch AGM and Swansea Bay Tidal Energy Project, Newport (TBC)

3 June – Managing Successful Change – Martin Samphire, Governance SIG Chair, Bristol

Presentation 1

APM SWWE PM Challenge

Update

Gary Mainwaring:

General Dynamics and Branch PM Challenge

APM SWWE

PM Challenge Update

Gary Mainwaring

General Dynamics and Branch

Project Management Challenge

The Challenge Objectives Develop and practice project management theory in a realistic environment

Opportunity to be mentored and work alongside experienced project professionals

Gain real-life experience and practice a wide range of key project management competences and

skills to deliver a project

Develop knowledge of the success criteria required to deliver a project

Develop a better understanding of the personal qualities and professional competences required

to become an effective project manager and leader

An opportunity to compete and gauge the performance of other aspiring project professionals in the

South Wales and the West of England domain

An opportunity to enhance the learning experience within the corporate and further education

environments

A high-visibility example of successful project management delivery and implementation which

provides beneficial publicity for the corporate team sponsors

Corporate investment in PMs of the future

Have fun!

PM Challenge Theme

An excellent way by which to develop and practice project

management theory in a realistic environment that is outside

normal circumstances.

An opportunity to be mentored and work alongside experienced

project professionals.

Gain real-life experience and practice a wide range of key project

management competences and skills to deliver a solution.

Develop knowledge of the success criteria required to deliver a

winning project.

Develop a better understanding of the personal qualities and

professional competences required to become an effective

project manager and leader.

An opportunity to compete and gauge the performance of other

aspiring project professionals in the South Wales and the West of

England domain.

An opportunity to enhance the learning experience within the

corporate and further education environments.

A high-visibility example of successful project management

delivery and implementation which should provide beneficial

publicity for the corporate team sponsors.

Output(s) and benefit(s) to a charitable organisation

or community project

– Airbus: St Peter’s Hospice

– Bristol Water: Helping Hands One25 Drop In Shelter

– Bristol Water: Project Rescue (ASSAR)

– General Dynamics: IT for School in Newport

Level 1 Plan









winning project.






England domain.






7 weeks

3 weeks

11 weeks

3 weeks

Mentors









winning project.






England domain.






Provided in-house by each corporate team

Can be provided by external corporates if required

Guidance, advice and approach…but not the answer!

Business Case









winning project.






England domain.






Justification for your chosen project

– Requirements: capturing and assessing stakeholder needs

– Benefits to the stakeholder(s)

– Costs to deliver

– Risks of delivery

– Rationale

By 15 December 2014

Final Report









winning project.






England domain.






Justification for your chosen project

– How the project, as described in the business case, was delivered

– Competence focused

– By 27 March 2015

Presentation









winning project.






England domain.






Finals Night

– How does the presentation match up with the Final Report?

– Confidence

– Connection

– Convincing story

– 14 April 2015

Assessment Criteria









winning project.






England domain.






Business Case

(30%)

Final Report

(60%)

APM SWWE

PM Challenge

Assessment Criteria

Presentation

(10%)

Smart Outputs and

Outcomes

Clear Relation to

Theme

Meets Challenge

Objectives

Clear Achievable

Project Outline and PMP

Consideration of Risk

Management and

Dependencies

Effective Stakeholder

Engagement and User

Benefits Identification

Setting

Governance

Professionalism

Interpersonal Skills

Scope Management

Integrative management

Financial and Cost Management

Schedule Management

Quality Management

Risk Management

Quality of Report

Resource Management

Quality of Presentation

Confidence of Delivery

Project Board









winning project.






England domain.






APM SWWE PM Challenge

Bruce Phillips (APM

SWWE)

Allan Reid

(APM SWWE)

Alan Watson

(Lloyds Banking Group)

Abi Williams

(Burges Salmon)

Martin Gosden

(APM SWWE)

Supervise the competition

Review reporting

Sounding board between mentors and teams

Assess and mark business case, final report and presentations

Announce the winner and runners-up

Provide feedback

Benefits and Prizes









winning project.






England domain.






SWWE PM Challenge Trophy

Individual engraved trophies

Individual engraved medals to runners-up

CPD Certificates

Free student membership

APM literature

Publicity

Kudos

Enhanced confidence and professionalism

Experience in your future (potential) career!

Discussion: The APM Liaison Person Role Within a Corporate Member

Martin Gosden

Chairman of the SWWE Branch

Break

Back in 15 minutes

Project Organisation P3M3

Trevor Band:

Director of Montydog Consulting

Limited

ORGANISATIONAL PROJECT MANAGEMENT Trevor Band FAPM

Copyright © 2015 Montydog Consulting Limited www.montydogconsulting.co.uk

Building organisations that create project success (preferably soulful ones)

About this Presentation

An Age of Chaos


50% of current jobs will be automated out of existence

1 in 7 of the global population are on the move

Traditional companies struggling. More complexity for less.

25 billion internet connected devices by 2020 (Garnter)

On-demand economic forces – altering the nature of work

Instability – Euro deflation risk, nuclear weapons proliferation,….

Organisations – mankind's journey


Tribal Age

Agrarian Age

Scientific/Industrial Age

Information Age

Violent - crude

Organised - stable

Innovation - markets

Globalisation - internet

$3 trillion lost annually due to project underperformance 1

13% engaged, 63% not engaged, 24% actively disengaged (Gallop)

“Many people sense that the current way we run organisations has been stretched to its limits. We are increasingly disillusioned with organisational life” F. Laloux

PM – urgency and opportunity


1 Prof Rodney Turner et al, Perspectives on Projects (Routledge, 2010)

Large proportion of contractor staff

Inexperienced leadership (esp at board level)

C-level/staff disengagement

Project management not strategically developed

Inadequate systems for PM improvement and learning

Organisations designed for BAU, not projects

Methods obesity

Preoccupation with individual rather team capability

Current State of Projects-Organisations


Neuroscience – for leadership


The brain’s primary function is to keep us safe

People’s brains have developed the need to be in good relationships

The brain operates efficiently by making patterns/maps

We are much less rational than we think

The Teal Organisations – living entity


New Age

Laloux F., Reinventing Organizations, Nelson Parker, 2014

Self-organising teams

No management authority

No job titles – fluid roles – no competition

Radically simplified PM – no project managers

Peer-based performance appraisal

INDIVIDUAL HUMAN ENTERPRISE

INITIATIVES ORANISATION DEVELOPMENT

PROJECT MANAGEMENT MULTI-DISCIPLINE ENGAGEMENT

COMMAND & CONTROL SELF-MANAGED TEAMS

PROCESS PRINCIPLES

MANAGEMENT LEADERSHIP (brain tuned)

The PM Shift – fresh perspectives, beyond PM


Over 90% of defects belong to the system, not the individual (Dr W. Edward Deming)


Building Enterprises for People


P3M Performance – a leadership issue

“Outside-In” Project Management


Project-aligned BUSINESS MODEL

PM CODE OF PRACTICE

AGILE TEAM COACHING

SPECIALISED LEADERSHIP COACHING

Initiate a PM Shift in your organisation

Adopt an Organisational Project Management approach

Put down PM manuals – engage with new thinking and science

Start with Leadership

Conclusion


Trevor Band Montydog Consulting: www.montydogconsulting.co.uk Mobile 07752 482896 Email: [email protected] OPM Blogsite: www.whereprojectsthrive.uk

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APM Updates

Martin Gosden:

Chairman of the SWWE Branch

Why is Project Management

Important?

Projects continue to fail for the same

‘boringly repetitive reasons’

Lower tolerance of failure,

greater demand for transparency

and accountability

Time for professionals to stand up

and be counted

The APM 2020 vision

Engage with 300,000 people

21567 members and

growing

567 corporate members

Leading member of the

IPMA

78,000 APM qualified and

growing

250 events nationally every

year

Educational charity

Turnover £7.0m

Preparing to become a

chartered body

About APM

PM: a pan-sector international discipline

http://www.cabinetoffice.gov.uk/

http://www.fujitsu.com/uk/

http://www.dwp.gov.uk/

http://www.theconstructionindex.co.uk/public/assets/news/2010/12/1291276599_costain.jpg

http://www.echarris.com/default.aspx

What is professionalism?

Achievement – Qualifications

Organisational

capability

Introductory

APMP (IPMA Level D)

Practitioner (IPMA Level C)

Certificated (IPMA Level B)

Knowledge

Competence

0 years 8 – 10 years

Registered Project Professional

Higher Apprenticeship in

project management

Accountability – membership

Project

management

professional

Student

Associate

Full member: MAPM

Fellow member: FAPM

Knowledge

Competence

0 years 8 – 10 years

Registered Project Professional

The benefits of PM professionalism

Individually

– Recognition & Status

– Higher Salary

Corporately

– Improved project delivery

– Improvement on bottom line

– Shareholder / tax payer confidence

Socially

– Responsible use of public funds

21,567 individual members

567 corporate members

c.15,000 APM qualifications takers year to

date

Application for Chartered

Status ongoing

Project magazine re-

launched March 2015

Refreshed APM Competence Framework

Revised Practitioner Qualification

Award winning association

Annual conference held on March 19th

APM Update

Any Questions?

APM South Wales and West of England branch 13th BCAG meeting

Education

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