Triple Constraint Strategic Realignment...•Triple Constraint Model is so simplistic and confining...

Transformative Changes are Coming for PMs. Take Control of the

Triple constraints and change your effectiveness

Triple Constraint Strategic Realignment

4th Annual Professional Development Event (PDE)

• The Triple Constraint Trap

• Realigning the Triple Constraint Model vis a vis BKPM

• Cases where there has been done and its effect

But before we get started, lets see who is here with us….

Friday, April 21, 20171:00 pm Technical Track

© 2017 Think Systems, Inc. 2

• Think started 13 years ago to do great Business Intelligence Projects….

• Added Six Sigma in the first year - that really didn’t improve performance much

• Even with deep experience in software consulting, executive experience as a VP and COO, there was something missing…

Evolution of Think, BKPM


68% of projects fail in whole or in part

Why are Projects in Crisis


Chaos in Government Healthcare


Let’s do the Math

3,555 Projects *

>$10M each =

$35.5 Billion in Projects

_______

If 41.1% failed outright, that cost us:

_______

$14.6 Billion!!!

Is there a Root Cause?Maybe the Huffington Post knows? At least a hint….


• Are you empowered as a Project Manager? More importantly, do you sponsors ask for your perspective? Do the you trust you to make decisions?

What do you think?


Project Failure Causes

• Have you experienced serious project failures? How about modest failures? How often?

• Is the Standish Group correct? What causes have you experienced?

• Any here who have not experienced failure? Why? How?

Resolution of Kerzner: The Trap of the Triangle


Kerzner: Is Your Organization that Good or is Failure Baked in?


Kerzner: the Triangle is a dead-end!


• The one constant in all of this has been the Triple Constraint Model, our Iron Triangle.• Meant to protect us

• But it actually traps us

• The resistant powers of the model are not strong enough to lower the rate of failure.

• Even worse, our Iron Triangle, can’t be evolved further to improve project performance. • Dobson says, to tease out “potentially useful insights”

• but if your career as a project manager is on the line, the probability is that Triangle will trap you and suffocate your career.

Kerzner: Project redefinition is needed


• Triple Constraint Model is so simplistic and confining that it creates a trap for Project managers

• Performance of projects is measured in terms of the Triple Constraint Model

• Definition of the Project within an organization needs to change because its too narrow

New model: The Bare-Knuckled Project Manager


http://cli.ps/57xJ

• BKPMs

✓Reframe the project – FIX the Broken Triple Constraint Model

✓Reframe the role of the PM - BKPM

✓Use a set of principles that show the way forward to maintain control – Use a Rapid Control Process

BKPMs use Principles in Action and a Realigned Triple Constraint Understanding

© 2017 Think Systems, Inc. Slide 13

http://cli.ps/57xJ

Reframe the Project


• BKPMs describe a project as a discrete opportunity to capture or retain as much value as possible from a larger value potential through a set of coordinated and controlled activities

• BKPMs help the sponsor improve their fidelity of the value they are trying to capture and the true sea of value that exists

• As a sponsor’s awareness of the value potential changes, so does the scope and so do the constraints - therein lies the hidden control element for project managers

• Now we need principles to reframe the role of the project manager…

Three-Sided Table

• Sponsor must own the outcome

• BKPM owns the process and the P&L

• Solution or technical team owns the technical solution

Reframe the Role of the Project Manager: BKPM Core Principle


• Forward MotionCommitment to progressing regardless of unknowns

• Forced Clarification Ensuring the customer or sponsor defines the outcome

• Unafraid of Conflict and ConfrontationBKPM’s proactive approach to risks, issues and communication

• SnakingOriginally a Chevron Oil term for properly communicating and hardening a project plan within a larger project team

BKPM’s use lots of Principles and tricks to take and keep control…


• Spectrum Analysis (optioning)Think through the best-worst-realistic case for anticipated risks and issues

• Access PortalsGetting agreement on how to handle anticipated risks and issues before they occur

Some BKPM Principles look like Magic!


Start with Why by Simon Sinek

Pitch Anything by Oren Klaff

Antifragile by Nassim Nicholas Taleb

Thinking Fast and Slow by Daniel Kahneman

BKPMs create new principles from the best thinkers outside of our industry…


BKPMs have their own pocket guides chock full of Principles and tricks for control…


PS, there some in the back of the room if you’d like one…..

• Think both strategically and tactically and sometime separate those roles to maintain proper perspective;

• Spend time understanding sponsor perspective and increasing the fidelity of total value possible from a project, not just the constraints set at the beginning;

• Use principles and tricks for discipline and to get and maintain project control;

• Understand how limbic conditioning makes them better, faster, and more effective than other PMs.

Why are BKPMs more effective?


What if BKPM could be infectious? Even Transformational?


BKPM is not just scalable…

…it is proving to be contagious, potentially organically derived if not purposefully created

BKPMs takes the most effective

approach

Effectiveprocesses are adopted and

leaders emerge

Project sponsor demand for

BKPM effectiveness and control increases

BKPMO emerges, organically,

sometimes without sanction

Case Study – The Bloomberg BNA merger


• Began as a failed merger with multiple projects in the IT stream

• Our Sponsor was a CTO who had few other options

• Resistance internally was strong to both the approach and the BKPM Style

• The existing PMO lost relevance and was destroyed (more like dissolved) over time

• A new, BKPMO emerged organically where growth was driven by internal sponsor demand

Framework is the structure to control, perform effectively, and capture value


Framework is designed to structure the formal application of BKPM

• Looks remarkably like PMI PMBOK

• It seeks Control

• Forces Ownership to the correct side of the Three Sided Table

• Designed to build fidelity in sponsors perception of the total sea of value available for capture

PMO Leadership• Strategic Project Management vs Tactical vs Coordinator

• Framework (Rapid Control Process)

• Consistent expectations with a focus on “effective”

• Mentorship or Coaching model – operators can learn to lead

Executive Leadership (and Top Cover)• BKPM is at odds with some cultures – accountability

• BKPM focusses on doing the project right the first time – Project Failure is baked in in many cultures

• No perfect PMO Model

• BKPM is not a commodity

Leadership – consumers of the fidelity you provide


http://cli.ps/57xJ

• Coordinator

• Tactical

• Strategic

Remember we talked about reframing the project. Why?

BKPM is not just better; it’s different


How do the roles match up to the purpose of the project?


• Coordinator

• Tactical

• Strategic

Executive Leadership & Transformation


Every PMO is a fingerprint of its culture


30%

48%

59%

67%

75%

81%85%

88%91% 92%

T1 T2 T3 T4 T5 T6 T7 T8 T9 T10

Observed Impact of BKPM Evolution on PMO Effectiveness

Effectiveness Transformation Curve


Evolution 1 Evolution 2 Evolution 3

http://cli.ps/57xJ

Let’s bake in BKPM effectiveness, not failure


• BKPM is effective project management

• It succeeds where traditional project management fails

• BKPM is trainable and scalable

• BKPM has no required cost to implement – we give it away for free

• BKPM is disruptive

• BKPM produces measureable value

• www.thinksi.com/free-stuff/

Questions?


Triple Constraint Strategic Realignment...•Triple Constraint Model is so simplistic and confining...

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