Reconstruction and Programme A Point to Ponder Management ... · Organization charts help define...

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July 26th , 2011 Ambassador Lukman Faily – [email protected] 1

By Lukman Faily

Ambassador of Iraq to Japan

UNITAR Fellowship for Afghanistan, UAE Tuesday July 26th , 2011

Reconstruction and Programme Management; A holistic approach

If you don’t know where you are going, any road will take you there!

A Point to Ponder

Ambassador Lukman Faily – [email protected] 2 July 26th , 2011

Outline of Reconstruction and Programme Management; A holistic approach 1.  A holistic approach to management

2.  Future Strategy

3.  Change Management

4.  Programme Management

5.  Effective Leadership

6.  Iraqi Key Challenges 3 Ambassador Lukman Faily – [email protected] July 26th , 2011

Mission

Programs

Performance

Procedures

Budgets

Policies

Strategies

Objectives

Strategic Management Model

Strategy Formulation Strategy Implementation Evaluation &Control

Feedback

Envi

ronm

enta

l Sca

nnin

g

External

Society &Task

Environment

Internal

StructureCulture

Resources


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Which Gap do we have?

Current Practice

PRESENT STATE

People needs

FUTURE STATE

Resisting Factors


The Components of an Organization's Macro-Environment

MACROENVIRONMENT

Legislation and

Regulation

Societal Values

and Lifestyles Population

Demographics

Technology

The Economy at Large

Organization

Suppliers Substitutes

Buyers

New Entrants

Rival Firms

é IMMEDIATE INDUSTRY

AND COMPETITIVE ENVIRONMENT


Time/ Urgency

Sense of Urgency! Commitment!

Metrics!

Change!Management !

Effective!Communication!

Effective Management!

Effective Leadership!

Business Integration!

Do we need to change??? Check via organisational Health-Check in 8 areas

Ambassador Lukman Faily – [email protected] 7 July 26th , 2011 8 Ambassador Lukman Faily – [email protected]

2 - Define the Future Strategy

July 26th , 2011

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Strategic Thinking

Strategic Implementation

Strategic Options

Strategic Analysis

Strategy


Understanding a Organization's Strategy – What to Look For?

Pattern of Actions

That Define Strategy

Actions to strengthen resources & capabilities

Actions to diversify Actions to outcompete rivals

Responses to changing external circumstances

Actions to alter geographic coverage

Actions to form strategic alliances and collaborative

partnerships

How functional activities are managed

Efforts to pursue new opportunities or defend against threats

Actions to merge or acquire rival companies


Missions vs. Strategic Visions w  A mission statement

focuses on current business activities -- “who we are and what we do” n  Current product and

service offerings n  Customer needs being

served n  Technological and

business capabilities

w  A strategic vision concerns a firm’s future business path -- “where we are going” n  Markets to be pursued n  Future technology-

product-customer focus n  Kind of company that

management is trying to create


Strategies Based on Product Life Cycle

Introduction

Time

Stages

Growth Maturity Decline

High

Low

Sale

s Vol

ume


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Building a Capable Organization

Allocating Resources

Establishing Strategy- Supportive Policies

Instituting Best Practices for Continuous Improvement

Installing Support Systems

Tying Rewards to Achievement

of Key Strategic Targets

Exercising Strategic Leadership

Shaping Organization Culture to Fit Strategy

Strategy Implementer’s Action

Agenda

The Eight Components of Implementing and Executing Strategy


Attacking The Six Barriers To Strategy Implementation

The Silent Killers

Poor coordination across functions, businesses, or borders

Unclear strategy and conflicting priorities

Poor vertical communication Top-down or laissez-faire senior management style

An ineffective senior management team

Inadequate down-the-line leadership skills and development


Follow The Five Tasks of Strategic Management

Craft a Strategy

to Achieve Objectives

Set Objectives

Develop a Strategic

Vision and

Mission

Implement and

Execute Strategy

Improve/ Change

Revise as Needed

Revise as Needed

Improve/ Change

Recycle as Needed

Task 1 Task 2 Task 3 Task 4 Task 5

Monitor, Evaluate, and Take Corrective

Action


We know that a Company’s Strategy is Partly Planned and Partly Reactive

New initiatives plus ongoing strategy features continued from prior periods

Adaptive reactions to changing

circumstances

Abandoned strategy features

Actual Company Strategy

Company Experiences, Know-how, Resource

Strengths and Weaknesses, and

Competitive Capabilities

Planned Strategy

Reactive Strategy


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StrategyIntentions of the Organization:

Mission, Purpose, Goals,Priorities, Plans, Direction

CultureValues in Operation:

What’s Right, Wrong, Successful,Encouraged, Supported

BehaviorDay-to-Day Behaviors:

Management Practices, Co-worker Treatment, Accepted

Styles

SystemsPolicies, Processes & Procedures:Planning, Budgeting, Evaluation,Rewards, Pay, Benefits, Careers,

Promotion, Decision-making

StructureHow Work, Technology & People

are Put Together:Jobs, Works Systems, Teams,

Organization Structure

(Jamieson, 1999)

The Importance of Culture in Organizational Strategy

Ambassador Lukman Faily – [email protected] 17 July 26th , 2011 18

Levels of cultural understanding

w  Observable behavior n  Can learn a lot, but likely to focus on do’s

and don’ts n  Often leads to superficial understanding

w  Shared values n  Requires inferences from observed

behavior and learning about a culture n  More powerful, because values drive

(partially) behavior w  Shared assumptions

n  Very abstract – these drive our values but are very hard to determine

n  Very powerful, helps truly understand a culture

Ambassador Lukman Faily – [email protected] July 26th , 2011

POWER

SYMBOLS

SYSTEMS

STRUCTURE

RITUALS

STORIES & MYTHS

THE BLEND

ROUTINES

What are Culture Blends?


3 - How to Manage Change?


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Reasons For Resistance To Change

Resistance to Change

General Reasons For Resistance

Change-specific Reasons for Resistance

Self-Interest Misunderstanding Different

assessments

Inertia Timing Surprise Peer pressure

Management Tactics


Sources Of Complacency

The absence of a major and visible crisis

Too much happy talk from senior management Too many visible resources

Human nature, with its capacity for denial,

especially if people are already busy or stressed

Low overall performance standards

A kill-the-messenger-of- bad-news, low candor,

low-confrontation culture

Organizational structures that focus employees on narrow functional goals

A lack of sufficient performance feedback from

external sources

Internal measurement systems that focus on the wrong performance indexes

Complacency


Within organizations

Organization Structure and Design Job design Departmentalization Reporting relationships Authority distribution Coordination

mechanisms Line-staff structure Overall design Culture Human resource

management

Technology and opertion Information technologies Equipment Work processes Work sequences Control systems

Possible Areas of Organization Change

People Abilities and skills Performance Perceptions Expectations Attitudes & Values


Process of Leading Change

5. Empowering broad-based action

6. Generating short-term wins

4. Communicating the change vision

1. Establishing a sense of urgency

2. Creating the guiding coalition

3. Developing a vision and strategy

7. Consolidating gains and producing more change

8. Anchoring new approaches in the culture Ambassador Lukman Faily – [email protected] 24 July 26th , 2011

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Evaluation and Diagnostic Actions

Communication Actions

Strategic Actions

Crisis Management

Plan

Technical and Structural Actions

Psychological and Cultural Actions

Crisis Management Plan


Influences - on Employees’ Performance

Gov't Regulations & Evaluation

Compensation & Evaluation

Employee Relations

Administrative

Team Building

Conflict Management

Motivation

Reward & Recognition

Power & Influence

Behavioral


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Understanding Organizations Structural frame: Focuses on roles and responsibilities, coordination and control. Organization charts help define this frame.

Human resources frame: Focuses on providing harmony between needs of the organization and needs of people.

Political frame: Assumes organizations are coalitions composed of varied individuals and interest groups. Conflict and power are key issues.

Symbolic frame: Focuses on symbols and meanings related to events. Culture is important.

July 26th , 2011 Ambassador Lukman Faily – [email protected]

Elements Of Environmental Analysis

Social analysis

Labor analysis

Industry and market analysis

Environmental Analysis

Competitor analysis

Technological analysis

Macroeconomic analysis

Political and regulatory analysis


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Internal Resource Analysis

Marketing audit Operations analysis

Financial analysis

Internal Resource Analysis

Human resources assessment

Other internal resource analyses

July 26th , 2011 Ambassador Lukman Faily – [email protected] 29 30 Ambassador Lukman Faily – [email protected]

4–Do we need Programme Management? July 26th , 2011

Relationship to Other Management Disciplines

•  Generally Accepted PM Knowledge & Practice

•  Application Area Knowledge & Practice

•  General Management Knowledge & Practice


Enterprise Programme Management

Enterprise Programme Management v  Managing the ENTIRE enterprise

portfolio of programmes and projects v  Not focused on the white space v  Strategic Business Plan v  Enterprise Picture v  Enterprise Governance

v  Enterprise level client interaction v  Enterprise issue, risk, resource,

scope management, … v  Ensures benefit realization v  Manages new requests

An enterprise is defined as the highest level of a business organization

Project I

Project J

Project L

Project M

Enterprise

Project E

Project G

Programme B

Programme C

The White Space

Project A

Project B

Project C

Project D

Programme A

The White Space


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Programme Management

The White Space Project A

Project B

Project C

Project D

Programme A

The White Space

Project E

Project G

Programme C

Programme B

The White Space


w  Programme management focuses on managing the white space between dependent, inter-related projects focused on the creation of a deliverable or providing a service

w  A programme can be established for pursuit, development, consulting, infrastructure or operational efforts

Programme Management vs. Project Management Programme Management

v  Managing the white space v  Strategic intent to action v  Big picture v  Executive Governance v  Multi-level client interaction v  High-level plan

Project Management

v  Specific product/service delivery v  Detail plan v  Low level deliverable creation v  Can operate within a broader programme

v  Escalates issues, risks, etc. v  SEI CMM focus v  ISO focus v  Value Assurance

The White Space Project A

Project B

Project C

Project D

Programme A

The White Space

Project E

Project G

Programme C

Programme B

The White Space

v Interdependencies v Multi-Project alignment v Cross project issue, risk, resource, & scope management v Ensures benefit realization


Example of Programme Management Life Cycle

Close-Down

Planning Support

Start-up

Execution

Operations


Example of Programme Management Architecture

Ambassador Lukman Faily – [email protected] July 26th , 2011 36

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Necessary Knowledge Areas For Project Management

Project Management

Project Integration Management

Project Cost Management

Project Communications Management

Project Scope Management

Project Quality Management

Project Risk Management

Project Time Management

Project Human Resource Management

Project Procurement Management


Project Management Process Groups w Project management can be viewed as a number of

interlinked processes w Process Groups are linked by the results they produce

– the outcome of one often becomes an input to another.

Initiating Processes

Closing Processes

Controlling Processes

Executing Processes

Planning Processes


Ambassador Lukman Faily – [email protected] 39

Overlap of Process Groups in a Phase (PMBOK Guide, 2000, p. 31)

July 26th , 2011 Ambassador Lukman Faily –

[email protected] 40

Functional, Project, and Matrix Organizational Structures

July 26th , 2011

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41 Ambassador Lukman Faily – [email protected]

5 – Why Effective Leadership?

July 26th , 2011

w  Who are Leaders? q  People who can influence the behaviors of others without

having to rely on force q  People who are accepted as leaders by others

w  What leaders actually do q  Using non-coercive influence to shape the group’s or

organization’s goals q  Motivating others’ behavior toward goals q  Helping to define organizational culture

What is Leadership? Leadership appears to be the art of getting others to want to do something that you are convinced should be done


Determining Strategic Direction

Exploiting & Maintaining

Core Competencies

Developing Human Capital

Sustaining an Effective

Organizational Culture

Emphasizing Ethical

Practices

Establishing Balanced

Organizational Controls

Exercise of Effective Leadership

Effective Strategic Leadership


Practices of Effective Strategic Leadership

Establishing balanced

organizational controls

Emphasizing Ethical practice

Developing human capital

Exploiting and Maintaining core

competencies

Sustaining an effective Organizational culture

Determining Strategic direction



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Successful Strategic Actions

Strategic Leadership and the Strategic Management Process


Strategic Intent Strategic Mission

shapes the formulation of

and influence

Ambassador Lukman Faily – [email protected] July 26th , 2011 46

Strategic Leadership and the Strategic Management Process

Strategic Competitiveness

Above-Average Returns

Formulation of Strategies

Implementation of Strategies

Successful Strategic Actions

yields


Leading or Managing? q  Ability to lead effectively sets excellent managers apart from other

q  Managers deal with ongoing organizational activities e.g. planning and budgeting routines, structuring the organization

q  Leadership includes orchestrating organizational change

e.g creating a vision for the firm and inspiring people to attain it

q  Management and leadership are both vitally important

q  Supervisory leadership - provides guidance, support, and corrective feedback for day-to-day activities of work unit members

q  Strategic leadership - gives purpose and meaning to organizations Ambassador Lukman Faily – [email protected] 47 July 26th , 2011

Create satisfaction with status

quo Implement

organizational programs

Prepare workers for today’s Challenges

Create dissatisfaction

with status quo Set the direction

for change

Build passionate commitment for change

Effective managers excel at performing in the current environment

Effective leaders excel at creating the organization's

future environment

Managers Leaders

What are the differences between managers and leaders?


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Leadership 90 - 49

Competencies for Leadership


Leadership Zones1. Plan 2. Organise 3. Lead 4. Control

Key Skill(i). Time Management(ii). Solving problems creatively(iii). Setting Goals(iv). Scanning the environment(I). Reading an organisation's culture(ii). Designing motivating jobs(iii). Assessing Cross-cultural differences(iv). Interviewing(v). Delegating / empowerment(vi).Creating effective teams(i).Choosing an effective leadership style(ii).Developing trust(iii).Negotiating(iv).Managing resistance to change(v).Mentoring(vi).Coaching(vii).Acquiring power(i).Running productive meetings(ii).Active listening(iii).Providing feedback(iv).Disciplining(v).Budgetting

The 4 Leadership Zones Model – Skills vs Zones


Successful Leadership

J. Mental Discipline! B.Drive!

G. Innovation!E. Commitment !

D. Emotional Maturity!

C. Perception!

A. Focus!

F. Empowerment!

;

H. Big Picture Thinking!

I. Process Orientation!

10 Key Leadership Competencies to Effective Leadership


Five Practices for successful leaders

Enable others to act

Encourage the heart

Challenge the process

Model the way

INSPIRE

CHALLENGE

ENABLE

ENCOURAGE

MODEL

Inspire a shared vision


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53 Ambassador Lukman Faily – [email protected]

6 – Iraqi Key Challenges July 26th , 2011

Impact of Dictatorship - Iraq Ø Deep break in social fabric of society due to continuous wars Ø Demoralisation of people culturally and mentally Ø Distrust of neighbouring countries Ø Central and command method of government Ø A mentality of governing by fear and obsession with control Ø  Inward looking government and society, weak outlook prospective Ø Creation a culture of unaccountability Ø  People and government focus on history rather than present Ø Does not transform with time and its continuous changing needs Ø Creates a culture of mistrust among society stakeholders Ø  Focus on military industrialisation of society Ø Weak structure for non-government organisations (NGO’s)

54 July 26th , 2011 Ambassador Lukman Faily – [email protected]

Nation building issues - Iraq Ø Difficult to quantify success of nation building

Ø Operational naivety by stakeholders on implementation issues

Ø We need to understanding the root causes of conflicts

Ø  Sometime goals are too ambitious

Ø Coherent efforts is required by all internal and external stakeholders

Ø Mistrust in international players due to imperial and colonial history

Ø How flexible is our constitution?


Nation building issues - Iraq Ø Challenges in short term solution vs. long term impact and vision

Ø  External stakeholders weak language skills and multiculturalism

Ø  The example of rebuilding Germany and Japan in post world war II has not been repeated yet

Ø Nation building have a long term and major adverse impacts on society if not managed adequately

Ø More international stakeholders involvements leads to better regional reconciliation

Ø Rebuilding a nation should be a long term project


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Democracy and people readiness - Iraq Ø Question, are elections a luxury reserved for developed countries?

Ø Dictatorships is efficient and has straightforward decision making??

Ø Dictatorship helps achieve social stability??

Ø  Facts: sustainable social and economical development is the key to stability

Ø  Some neighbouring countries culture of being undemocratic

Ø  Imposed political roadmaps which is based on fixed timescale rather than pre-conditions


Democracy and people readiness - Iraq Ø  Teamwork is not a strong virtue of people in the region

Ø Dictatorship lead to people to focus of own material progress rather than political progress and long term orientation

Ø A culture of zero-sum rather than cooperation and win-win

Ø  Is democracy transferable and can be customised? or is it a one size fits all solution?

Ø National homogeneity and its harmony on society

Ø Weak democratic experience, nationally and within the region

Ø How ready is society for reconciliation at the cost of past injustice?? 58 July 26th , 2011 Ambassador Lukman Faily – [email protected]

Our Future depends on:

The implementation of a serious of programs to support:

Ø  Security stability Ø  Social order and positive environment Ø  Economical development

　　

59 Ambassador Lukman Faily – [email protected] July 26th , 2011

Coordination in above three areas will lead to ‘Good Governance government’

For reconstruction work on: w Redefine Organisation culture is a must w Think globally and in international orientation w Look for root causes and not symptoms w Communicate, communicate and communicate w Think holistically and not locally w Built human capabilities first, others will follow w Good governance is the only key for reconstruction w  Inscribe trust and win-win and not zero-sum w Funds can be generated if targeted

Jan 20th, 2011 Iraqi Ambassador - Faily 60

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Lessons From Geese

As each bird flaps its wings it creates an “uplift” for the bird following. By flying in a “V” formation, the whole flock adds 71% greater flying range than if each bird flew alone.

FACT


Teamwork 1. People who share a common direction and sense of community can get where they are going quicker and easier... 2. If we have as much sense as a goose, we will stay in formation with those who are heading in the same direction. 3. It pays to take turns doing the harder tasks and sharing leadership 4. We need to make sure our “honking” from behind is encouraging. 5. If we have as much sense as the geese, we will stand by each other. Don’t shoot the sick or wounded.


63 Ambassador Lukman Faily – [email protected] July 26th , 2011

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