PMI Greece - Sponsorship Event
19
The Greek Chapter of Project Management Institute (PMI-GREECE) http://www.PMI-GREECE.org “Making Project Management Indispensable for Business Results in Greece»! Project Sponsorship Event: 14 th of June 2014 WebEx event moderator: Theofanis Giotis PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
-
Upload
dimitrios-litsikakis -
Category
Business
-
view
220 -
download
0
description
Project Sponsorship Event: 14th of June 2014
Transcript of PMI Greece - Sponsorship Event
The Greek Chapter of Project
Management Institute (PMI-GREECE) http://www.PMI-GREECE.org
“Making Project Management Indispensable for Business Results in
Greece»!
Project Sponsorship Event: 14th of June 2014
WebEx event moderator: Theofanis Giotis PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
Project Management is a prerequisite for achieving business results
Thanks to our Teleconference Sponsors
Elena Prassaki, Cisco,
Stefanos Manoussis, Ergoman
Grigorios Tsioumanis, Ergoman
2 PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
Project Management is a prerequisite for achieving business results
Peter Taylor CV
Peter Taylor is the author of the best-selling
project management book ‘The Lazy Project
Manager’.
In the last 4 years he has focused on writing and
lecturing with over 200 presentations around the
world in over 20 countries and has been described as
‘perhaps the most entertaining and inspiring speaker
in the project management world today’.
He also acts as an independent consultant working
with some of the major organizations in the world
coaching executive sponsors, PMO leaders and
project managers.
PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
Project Management is a prerequisite for achieving business results
Alfonso Bucero CV
Alfonso Bucero, MSc, PMP, PMI-RMP, PMI
Fellow, is now an independent project
management consultant, author and speaker.
He is founder, partner and director of BUCERO
PM Consulting in Spain. Bucero has a M.S. in
Computer Science Engineering. He is the
author of six project management books and
manages projects internationally.
PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
PMI North America Global Congress 2011
Dallas, Texas, USA Alfonso Bucero just received the PMI Fellow Award PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
6/14/2014
1
1
The Campaign for ‘real’ Project Sponsors
Presenter: Peter Taylor (The Lazy Project Manager) Date: 14th June 2014
Next please …
PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
6/14/2014
2
From ‘Strategies for Project Sponsorship’ Vicki James, Ron Rosenhead
and Peter Taylor
We found…
85% of organisations had sponsors in place
83% of organisations don’t train/support/guide sponsors
100% of respondents believed that having a good sponsor was key to project success
©2013 James, Rosenhead, Taylor – Strategies for Project Sponsorship (Management Concepts) May 2013
PMI’s Pulse of the Profession™ • ‘…that organizations with active project sponsors are
more likely to have better project outcomes…’
©2013 Project Management Institute, Inc. Pulse of the Profession™, March 2013.
Consider this…
• Meeting Project Goals • +29% variance with good sponsorship in place
• Project Failure
• -13% variance without good project sponsorship in place
©2013 Project Management Institute, Inc. Pulse of the Profession™, March 2013.
Your portfolio…
Portfolio = €5,000,000 +29% = +€1,450,000
-13% = -€650,000
PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
6/14/2014
3
Your portfolio…
Portfolio = €10,000,000 +29% = +€2,900,000
-13% = -€1,300,000
Your portfolio…
Portfolio = €50,000,000 +29% = +€14,500,000
-13% = -€6,500,000
Standish believe… ‘The most important person in the project is the executive sponsor. The executive sponsor is ultimately responsible for the success and failure of the project’
©2012 CHAOS Manifesto: The Year of the Executive Sponsor (Standish) 2012
Standish CHAOS 2012
©2012 CHAOS Manifesto: The Year of the Executive Sponsor (Standish) 2012
Standish also identified…
©2012 CHAOS Manifesto: The Year of the Executive Sponsor (Standish) 2012
PWC: Insights and Trends ‘Senior management that supports PM driven key initiatives achieves stronger business results’
©2012 PricewaterhouseCoopers LLC: Insights and Trends: Current Portfolio, Programme, and Project Management Practices 2012 - The third global survey on the current state of project management
PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
6/14/2014
4
Why CEOs get fired!
A four-year study by LeadershipIQ.com compiled the following results after interviewing 1,087 board members from 286 public, private, business and healthcare organizations that fired, or otherwise forced out, their chief executive.
0%
5%
10%
15%
20%
25%
30%
35%
Mis-managing change Tolerating low performers Ignoring customers Too much talk, notenough action
Denying reality
Reasons why CEOs get fired
Mis-managing Change!
A four-year study by LeadershipIQ.com compiled the following results after interviewing 1,087 board members from 286 public, private, business and healthcare organizations that fired, or otherwise forced out, their chief executive.
0%
5%
10%
15%
20%
25%
30%
35%
Mis-managing change Tolerating low performers Ignoring customers Too much talk, notenough action
Denying reality
Reasons why CEOs get fired
Project Failure Percentage Reason Sponsor Project
Manager
40% Unrealistic Goals
38% Poor alignment of Project and Organisation Objectives
34% Inadequate Human Resources
32% Lack of Strong Leadership
21% Unwillingness of team Members to identify Issues
19% Ineffective Risk Management
Good Project Sponsorship Everyone believes it is critical to project success and yet
Sponsors are not ‘trained’ to be effective Sponsors do not have the ‘time’ to be effective Sponsors are just expected to ‘know’ how to do the job
What is Sponsorship? Sponsors • The Project Sponsor or Senior Reporting Officer is the
‘owner’ of projects on behalf of the organisation
• It is important for every project to have a sponsor to: • Ensure separation of decision making responsibilities between
project manager and project sponsor • Ensure accountability for the realisation of project benefits • Ensure oversight of the project management function • Carry out senior stakeholder management
PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
6/14/2014
5
Sponsors • There are two main differences between project
sponsorship and project management:
Project Sponsor Project Manager
ACTS
OWNS
ENDS
Identifies Defines
Business Case Risks
To Point of Value ‘Benefits
achieved?’
Plans Delivers
Project Plan Risks
To Project Close ‘Job well Done?’
Checklist
www.strategies4sponsors.com
Too much of a good thing A dashboard view
Time to GROW - Sponsorship
GOALS
Aim
Objectives
REALITY
Assessment
Assumptions
OPTIONS
Ideas
Choices
WILL
Action
Obstacles
PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
6/14/2014
6
Peter Taylor www.peterbtaylor.co.uk
[email protected] Twitter: @thelazypm
Author, Speaker, Workshops, Coaching
PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
1
The Greek Chapter of
Project Management Institute
(PMI-GREECE) http://www.PMI-GREECE.org
“Making Project Management Indispensable for Business Results in
Greece»! Project Management is a prerequisite for achieving business results
Project Sponsorship
Alfonso Bucero, MSc,PMP. PMI-RMP, PMI Fellow
Project Management is a prerequisite for achieving business results
Introduction
• The success or
failure of any
project often
hinges on how well
the project sponsor
relates to the
project, the
project manager,
and other
stakeholders.
Project Management is a prerequisite
for achieving business results [email protected]
Project Sponsorship Role
• Many professionals in organizations do not have a clear idea of what Sponsorship entails.
Our definition of Sponsorship is a commitment by management to define, defend, and support major activities from the start to the end of the project
Project Management is a prerequisite for achieving business results
1.1 Different roles
The project Sponsor perform different roles during the project life cycle: Seller
Coach and mentor
Filter
Business judge
Motivator
Negotiator
Protector
Upper management link
Project Management is a prerequisite for achieving business results
2. How to obtain a Project Sponsor?
Complex projects need sponsors who are more leaders than managers
Leaders establish directions for the future, communicate through vision, and forge aligned high-performance teams.
Why to choose to sponsor a project?
Business
Political
Personal
Stakeholder reasons
PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
2
Project Management is a prerequisite for achieving business results
Some criteria to select a P. Sponsor
Project Management is a prerequisite for achieving business results
2.1 Selling Sponsorship
Individuals fulfilling the sponsor role
need to be sold on the features,
advantages and benefits that result from
excellence in sponsorship
Our model for selling sponsorship breaks
down into the following steps:
Assess
Plan
Follow
Project Management is a prerequisite for achieving business results
2.2 Rewards for Project Sponsorship
Certain benefits have been repeatedly demonstrated: An improved standing and profile within the
organization
Being linked with an exciting and very successful project
Marketing potential for the project sponsor
Greater popularity
Easier agenda implementation
Project Management is a prerequisite for achieving business results
2.3 Negotiation
Separate people from the problem, the relationship from the matter of negotiation
Focus on interests, not positions
Invent options for mutual gain
Insist on objective criteria
Project Management is a prerequisite for achieving business results
2.4 Informing
Project charter
Ask Dr. Bob
One to one relationship
discussion
Project Management is a prerequisite for achieving business results
2.5 Criteria list
Not every Executive makes a good Sponsor
A project sponsor needs specific characteristics: Decision makers
Passionate
Know the business
Know the customer or industry
Have a vision of the future…..
PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
3
Project Management is a prerequisite for achieving business results
3. How to sustain Sponsorship?
Challenges to
address
Proactive
Sponsorship
Project reviews
Moving forward
through sponsorship
Project Management is a prerequisite for achieving business results
4. Client Sponsor relationship
Providers need to be seen as leaders in front of the customers
You have to know the value systems of the executives in client organization if you want to impress them
Find out: What their goals are
Issues o problems they are dealing with
Project Management is a prerequisite for achieving business results
4.1 Creating and maintaining the relationship
The role played by project sponsors in customer relations depends on the type of client and organization
Usually, clients want to be informed regularly about project status
Speaking the truth from project initiation
The provider sponsor and the client sponsor need to be open and transparent
Project Management is a prerequisite for achieving business results
4.2 Gaining credibility
Credibility requires being able to establish a trust relationship
Client sponsor credibility is like a building – it must be built brick by brick, and the mortar needs time to dry before building higher
Project Management is a prerequisite for achieving business results
5. Planning and executing Steering
Committees
Staffing
Organizing
Acting as a team
Acting on findings
Demonstrating desired
behaviors
Project Management is a prerequisite for achieving business results
6. Sponsorship and Culture Evaluation
Corporate cultures
Critical roles
Financial responsibilities
Sponsor risk assessment
Sponsor evaluation tool
PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
4
Project Management is a prerequisite for achieving business results
7. Sponsorship Execution feedback
To be assigned as a Project Sponsor and execute that role during the project life cycle is not a one-shot deal
Feedback is needed to change or improve actions, reactions and behaviors
© A. Bucero May 27, 2005Sponsorship Training
Page 14
Feedback “Radar Chart”
For the Provider’s sponsor to give structured feedback to the client sponsor.
Application of the “Radar Chart”
Collaborationwith Provider
2 4 6 8 10
Clear decision making processes and responsibilities
Availability of neededresources
Quality and skill set of client team
Client ProjectManagement
Working conditions
for provider team
Client sponsorship
for project
Climate of innovation
Project Management is a prerequisite for achieving business results
8. Sponsorship development
Organize sessions for Executives
Help them to get the training they need
Start with short sessions and create project management awareness
Speak the language management understands
Assess the environment
Define a glossary of PM terms for managers
Project Management is a prerequisite for achieving business results
9. Sponsorship Mentoring
When talking about
mentoring Executives,
we mean people who
are usually very busy
We need to sell them
on the benefits
Project Management is a prerequisite for achieving business results
Ten Lessons Learned from Dogs9. Simple signals work best
Be obvious with simple words and straightforward approaches
10.Taste or smell anything, butdon’t eat everything
Sniff out all requirements, but apply success criteria to find the most appropriate
Summary
• A Sponsor initiates, funds, and support the
project from inception through its
completion
• Proactive sponsorship is the ideal
• Managers acting as project sponsors need
to spend time with every project member
• A lot of sustaining energy is needed
• Success starts with a strong commitment
to improve
Project Management is a prerequisite for achieving business results
Thank you very much
Name: Alfonso Bucero
E-mail: [email protected]
Ph: +34-653673328/local phone: +971 4 311 6150
Linkedin: es.linkedin.com/pub/alfonso-bucero-
msc-pmp-pmi-rmp-pmi-fellow/0/48a/973
Session # EM14LDR02
PMI-GREECE Sponsorship Event 14th of June 2014 Athens, Greece | WebEx Teleconference
