Andrew Kallman, MBA, PMP, CSP
10 January 2012
NY SPIN
The intro video shared at the event is
available here:
◦ http://www.youtube.com/watch?v=bFWueOk41Bc
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3
Demonstrate how to govern the ambiguity
created by any project management
methodology by using the UVF Leadership
Framework
◦
◦
◦
◦
◦
◦
◦
◦
Waterfall
PMBOK
Prince2
Lean/Theories-of-Constraints
Six-Sigma
Scrum
XP
Blended
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4
UVF Leadership
Theories of
Traditional
Constraints
(Waterfall, V,
etc.)
(TOC; Lean Six
Sigma, etc.)
Agile
(i.e. DSDM, AUP,
Scrum, XP, etc.)
Range of Project Management Methodologies
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Vision Group all rights reserved
5
CEO
CTO
SW Dev
Platforms
Sales &
Marketing
COO
IT
Web Ops
Production
Sales Teams
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Marketing &
Product Mgt
6
Definitions
◦ Missing
◦ Wrong
◦ Bad
◦
◦
◦
◦
◦
Unclear Roles and
Responsibilities
◦ Even the best
Organizational
Charts have gaps
Organizational
Processes
Projects
Programs
Portfolios
Politics and Personal
Agendas
People!
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7
Vision, Culture and VSPT
Vision with embeded culture
1L + 1M + 1P = 1V
This proprietary presentation is
copyrighted © material of the VSPT
Group, 1972 - 2008, All rights
reserved, used by permission
8
Jeff Bezos, Amazon.com
“Amazon is willing to plant seeds and let them
grow. We’re stubborn on vision and flexible on
details.”
Source: Wired, 19.12.2012, pg 244
Steve Jobs, Apple
“Simplicity is the ultimate sophistication.”
Source: Wired, 19.12.2012, pg 233
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Copyright © 1972 - 2012 Unified
Vision Group all rights reserved
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Vision Group all rights reserved
One Language, One Mind, One Plan...
Vision
1L + 1M + 1P
...one Vision!
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Vision Group all rights reserved
12
Vision, (i.e. what we want to be
in the future), includes a clearly
defined:
Vision
◦ mission
the business we are in
the business we aren’t in
Mission
◦ purpose
◦ core values and attitudes
who we are and what we
believe
◦ goals and measurable
objectives
concrete, measurable goals
linked to the Vision
Vision, as defined here,
includes culture
Culture
why we exist
Purpose
Core Values &
Attitudes
Goals & Objectives
Copyright © 1972 - 2012 Unified
Vision Group all rights reserved
The most
important
definition is the
Vision for each
and every level
Executive
Vision
Senior Mgt.
Vision
Program
Level Vision
Project
Level Vision
Team Member’s
Vision
Copyright © 1972 - 2012 Unified
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V
S
P
T
V
S
P
T
V
S
P
T
V
S
P
T
V
S
P
T
Vision
Culture
Mission
V
S
P
Purpose
Core Values & Attitudes
Goals & Objectives
Vision & Culture
Tasks
VSPT
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15
Define
Distill
Deliver
Drive!
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Vision Group all rights reserved
16
Copyright © 1972 - 2012 • Unified Vision Group • all rights reserved • used with permission
D4 - Drive
D3 –
Deliver
Vision
(Voice of the
Customer)
D2 - Distill
D1 –
Define
V
S
P
T
Copyright © 1972 - 2012 • Unified Vision Group • all rights reserved • used with permission
D4 - Drive
D3 –
Deliver
D1 –
Define
D2 - Distill
Vision
(Voice of the
Customer)
V
S
P
T
Copyright © 1972 - 2012 • Unified Vision Group • all rights reserved • used with permission
(Crowd Control)
Relationships
Vision
(Voice of the
Customer)
Copyright © 1972 - 2012 • Unified Vision Group • all rights reserved • used with permission
Relationships
Vision
(Voice of the
Customer)
Copyright © 1972 - 2012 • Unified Vision Group • all rights reserved • used with permission
Relationships
Vision
(Voice of the
Customer)
•07% (A) all the time
•13% (O) often
•16% (S) some of the time
•19% (R) rarely
•45% (N) never
This ends up being an 80/20 Pareto.
Source: Scrum Agile Presentation at PMI Roundtable, September 2007 Helsinki, Finland
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22
Copyright © 1972 - 2012 • Unified Vision Group • all rights reserved • used with permission
Resource Managers
Project Managers
ScrumMasters, etc.
Relationships
Developers
Tech Teams
QA, Testing
etc.
Vision
(Voice of the
Customer)
Product Owners
Business
Stakeholders
Etc.
Copyright © 1972 - 2012 • Unified Vision Group • all rights reserved • used with permission
D4 - Drive
Relationships
D3 –
Deliver
Vision
(Voice of the
Customer)
D2 – Distill
D1 –
Define
V
S
P
T
Copyright © 1972 - 2012 • Unified Vision Group • all rights reserved • used with permission
D4 - Drive
Relationships
D3 –
Deliver
Vision
(Voice of the
Customer)
D2 – Distill
D1 –
Define
V
S
P
T
Copyright © 1972 - 2012 • Unified Vision Group • all rights reserved • used with permission
D4 - Drive
Change Control Process
happens here according
to the PMBoK
D3 –
Deliver
Relationships
Vision
(Voice of the
Customer)
D2 – Distill
D1 –
Define
V
S
P
T
Copyright © 1972 - 2012 • Unified Vision Group • all rights reserved • used with permission
D4 - Drive
Relationships
D3 –
Deliver
Vision
(Voice of the
Customer)
D2 – Distill
D1 –
Define
V
S
P
T
Any change, in any definition, automatically
means a change in agreement and that your
project has just changed and that you will
need to go through the iterative 4D processes
again.
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28
Copyright © 1972 - 2012 • Unified Vision Group • all rights reserved • used with permission
D4 – wRong Driving
Relationships
D3 –
wRong
Delivery
Vision
(Voice of the
Customer)
D2 – wRong Distillation
D1 –
wRong
Definitions
Keep it simple!
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30
“…business schools reward difficult complex
behavior more than simple behavior, but
simple behavior is more effective.”
◦ Source: http://bankling.com/2009/warren-buffett-speaks-25-best-warren-buffett-
quotes-on-his-strategies-investments-and-cheap-suits/
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31
… is an easy to remember...
easy to communicate...
simple model for implementing tasks...
and managing the intangibles...
at all levels of an organization
… born in the real-world fires of hands-on
project implementation!
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32
Life is full of challenges
and pressures
X
You are here
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33
Personal level…
Character
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Vision Group all rights reserved
34
In your programs and
projects it is Vision
that is the…
Vision
…counteracting force!
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Vision Group all rights reserved
35
People don’t like change
◦ Comfortable with the current
system
◦ “It must be remembered that there
is nothing more difficult to plan,
more doubtful of success, nor
more dangerous to manage than
the creation of a new system. For
the initiator has the enmity of all
who would profit by the
preservation of the old institutions
and merely lukewarm defenders in
those who would gain by the new
ones.”
i.e. “This is the way we’ve always
done this”
◦ Resist changes that take them
outside their comfort zones
i.e. “What happens if I try this and I
fail?”
◦ Don’t understand how the change
will benefit them, if at all
i.e “Here comes the flavour of the
month again from the management
team…” or,
“This change actually threatens my
role and/or career…”
◦ There are countless organizational
development articles outlining
reasons similar to the short list
above
Seems people haven’t really
changed in the last 500 years:
Nicholi Machiavelli, The Prince
1513 A.D.
…ultimately it boils down to
one question for the team
member:
◦ What’s in it for me?
Copyright © 1972 - 2012 Unified
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Source: adapted from http://www.businessballs.com/elisabeth_kubler_ross_five_stages_of_grief.htm
Advocate
Shock
Denial
Accept
Use
New Info
Anger
Bargain
Explore
Grief
Explode
Copyright © 1972 - 2012 Unified
Vision Group all rights reserved
Source: adapted from http://www.businessballs.com/elisabeth_kubler_ross_five_stages_of_grief.htm
People seldom change their minds. But, people
usually are willing, in most cases, to make a
new decision based on new information.
Advocate
Shock
Denial
Accept
Use
New Info
Anger
Bargain
Explore
Grief
Explode
Copyright © 1972 - 2012 Unified
Vision Group all rights reserved
The 4D Model is a flywheel
◦ As you push a flywheel, at
first it doesn’t appear to
move
◦ But, with each repetition, the
wheel begins to move,
almost imperceptibly
◦ As you gain momentum,
keeping the wheel moving
takes less and less effort
◦ Vision is the “axel” that
keeps the flywheel in place
Copyright © 1972 - 2012 Unified
Vision Group all rights reserved
Cascading Vision, Mission and Strategy down
through an organization is the fastest way to speed
up people change
◦ Each statement at each level needs to be
Memorable
Easy to Communicate
5 – 7 words long
Linked to the Vision above (see slide 7 in Appendix A above)
The 4D Model is the iterative flywheel that enables
remarkable and repeatable change
◦ Both formal and people change
Copyright © 1972 - 2012 Unified
Vision Group all rights reserved
V
S
P
T
Linked to
Vision &
Strategy
Programmes
Abstract
Portfolio
Vision
V
Strategy
Strategy
Strategy
S
P
V
S
P
T
Projects /
Processes
People
People
People
V
S
P
T
Tactics
Tasks
Tasks
Tasks
Copyright © 1972 - 2012 Unified
Vision Group all rights reserved
Concrete
V
S
P
T
T
The following section shows
how to leverage the PMBOK by
using the UVF Leadership
Framework
Achieving ”business agile”
PMBOK-on-steroids!
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42
See the Word document that has the verses
sorted to the table on page 43 of the PMBOK
Guide, 4th edition in the ”Extras” section of the
Wiki on Google Sites
Initiate
◦
Plan
Execute
Monitoring
& Control
Close
Source
Page 43– A Guide to the Project Management Body
of Knowledge (PMBOK® Guide) - Fourth Edition.
Copyright © 2008 Project Management Institute.
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43
Initiate
Plan
Execute
Monitoring
& Control
Close
Source: Page 43 – A Guide to the Project Management Body of Knowledge (PMBOK®
Guide) - Fourth Edition. Copyright © 2008 Project Management Institute.
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44
This is an iterative view
of the ”explosion” slide,
but using the 4D model
over the 5 PMBOK
Process Groups
(Domains).
Define
Initiate
Distill
Plan
Deliver
Execute
Drive
Monitoring
& Control
Close
Source: Page 43 – A Guide to the Project Management Body of Knowledge (PMBOK®
Guide) - Fourth Edition. Copyright © 2008 Project Management Institute.
Copyright © 1972 - 2012 Unified
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45
Initiate
Integration Mgt
Scope Mgt.
Time Mgt.
Cost Mgt.
Quality Mgt.
HR Mgt.
Note: There are 5
process groups
(domains), 9
knowledge areas
and 42 processes
that a person has to
know to be a PMP.
This is a heavy
framework that is
NOT easy to
communicate
and/or use.
Plan
Execute Monitor
Close
Control
Communications Mgt.
Risk Mgt.
Procurement Mgt.
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46
46
Integration /
Communications Mgt.
Scope / Risk /
Quality Mgt.
Define
Distill
Deliver
Drive
Initiate
Plan
Execute
Monitoring
& Control
Time Mgt.
Close
Cost /HR /
Procurement Mgt.
RT
RVA
RA
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RR
47
47
4. Integration
10. Communication
6. Time
Schedule
Duration
Effort
8. Quality
ROI
7. Cost
Resources
9. HR
12. Procurements
5. Scope (Product & Project)
11. Risk
(5.) Demand, Requirements, Specifications, Definitions, etc.
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48
V
S
P
T
Time,
Schedule
Integration,
Communication
ROI
Value-add
1L + 1M + 1P
Scope, Risk,
Quality
Cost, HR,
Procurements
This is a modified form of the
triple constraints ... ”trinpleconstraints-on-steroids!”
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49
Prince 2
Lean
Scrum (Agile)
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50
Starting up a project (SU)
Planning (PL)
Initiating a project (IP)
Directing a project (DP)
Controlling a stage (CS)
Managing product delivery (MP)
Managing stage boundaries (SB)
Closing a project (CP)
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51
Start (SU) + Plan (PL)
Initiate (IP)
Control (CS), Manage (MP, SB)
Define
Distill
Deliver
RT
RVA
RA
Drive
Direct (DP) and Close (CP)
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RR
52
Sort
Set in
Order
Shine
Stand- Sustain
ardize
Specify Value
Identify Value Stream
Make Value Flow
Customer Pull-Value
Pursue Perfection
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53
Sort
Set in
Order
Shine
Stand- Sustain
ardize
Specify Value
Identify Value Stream
Make Value Flow
Define
Distill
Deliver
RVA
RA
Drive
Customer Pull-Value
Pursue Perfection
RT
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RR
54
User Stories
Product Backlog
Sprint Backlog
Daily Updates
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Vision Group all rights reserved
55
User Stories
Product Backlog
Sprint Backlog
Define
Distill
Deliver
RT
RVA
RA
Drive
Daily Updates
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RR
56
Gartner PMO white paper
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Vision Group all rights reserved
57
Certainty of
Requirements
Adapted from Audrey Apfel PowerPoint Presentation “Be
Prepared For the Future of Program and Portfolio
Management” December 2011
Time to Value
Long
Iterative
Approaches
Low
Programs
PMO
2012+
“Change
Operations”
High
Repeatable Projects/
Managed Work (BAU)
Short
58
Time to Value
Iterative
Approaches
Certainty of
Requirements
Adapted from Audrey Apfel PowerPoint Presentation “Be
Prepared For the Future of Program and Portfolio
Management” December 2011
Long
Critical Large
Projects / Programs
Portfolio Management spans
PMO
2012+
Low
High
all four quadrants
Repeatable Projects/
Managed Work (BAU)
“Change
Operations”
Short
59
Time to Value
“Change
Operations”
Low
Programs
Switched
Certainty of
Requirements
Adapted from Audrey Apfel PowerPoint Presentation “Be
Prepared For the Future of Program and Portfolio
Management” December 2011
Long
PMO
2012+
Iterative
Approaches
High
Repeatable Projects/
Managed Work (BAU)
Flipped around “Change” and
“Iterative” since Iterative is usually
low/short and Change is low/long
Short
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60
Time to Value
“Change
Operations”
Certainty of
Requirements
Adapted from Audrey Apfel PowerPoint Presentation “Be
Prepared For the Future of Program and Portfolio
Management” December 2011
Long
Programs
PMO
2012+
Low
Iterative
Approaches
High
Repeatable Projects/
Managed Work (BAU)
Short
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61
Time to Value
Long
“Change
Operations”
Certainty of
Requirements
Adapted from Audrey Apfel PowerPoint Presentation “Be
Prepared For the Future of Program and Portfolio
Management” December 2011
Methodology
Agnostic, etc.
Programs
PMO
2012+
Low
Iterative
Approaches
High
Repeatable Projects/
Managed Work (BAU)
Short
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62
Time to Value
“Change
Operations”
Certainty of
Requirements
Adapted from Audrey Apfel PowerPoint Presentation “Be
Prepared For the Future of Program and Portfolio
Management” December 2011
Long
Programs
PMO
2012+
Low
Iterative
Approaches
High
Repeatable Projects/
Managed Work (BAU)
PMP, Prince2, etc.
Short
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Vision Group all rights reserved
63
Time to Value
“Change
Operations”
Certainty of
Requirements
Adapted from Audrey Apfel PowerPoint Presentation “Be
Prepared For the Future of Program and Portfolio
Management” December 2011
Long
Programs
PMO
2012+
Low
Iterative
Approaches
High
Repeatable Projects/
Managed Work (BAU)
Agile, Scrum, XP, etc.
Short
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Vision Group all rights reserved
64
Time to Value
Lean, Six Sigma,
TQM, etc.
“Change
Operations”
Certainty of
Requirements
Adapted from Audrey Apfel PowerPoint Presentation “Be
Prepared For the Future of Program and Portfolio
Management” December 2011
Long
Programs
PMO
2012+
Low
Iterative
Approaches
High
Repeatable Projects/
Managed Work (BAU)
Short
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65
Time to Value
Lean, Six Sigma,
TQM, etc.
“Change
Operations”
Certainty of
Requirements
Adapted from Audrey Apfel PowerPoint Presentation “Be
Prepared For the Future of Program and Portfolio
Management” December 2011
Long
Methodology
Agnostic, etc.
Programs
PMO
2012+
Low
Iterative
Approaches
High
Repeatable Projects/
Managed Work (BAU)
Agile, Scrum, XP, etc.
PMP, Prince2, etc.
Short
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Vision Group all rights reserved
66
Adapted from Audrey Apfel PowerPoint Presentation “Be
Prepared For the Future of Program and Portfolio
Management” December 2011
The World of
“Change Operations”
• Management by exception
• Pushes down (cascades) decision making
• Unit of interest is the process
Process
Activities
Rules
Decisions
Exception
Reviews
67
Adapted from Audrey Apfel PowerPoint Presentation “Be
Prepared For the Future of Program and Portfolio
Management” December 2011
The World of
“Change Operations”
• Management by exception
• Pushes down (cascades) decision making
• Unit of interest is the process
Processes
Activities
Rules
Decisions
Exception
Reviews
Copyright © 1972 - 2012 Unified
Vision Group all rights reserved
68
Copyright © 1972 - 2012 • Unified Vision Group • all rights reserved • used with permission
D4 - Drive
Relationships
D3 –
Deliver
Vision
(Voice of the
Customer)
D2 – Distill
D1 –
Define
V
S
P
T
Andrew P. Kallman
MBA, PMP®, CSP
andrew@andrewkallman.com
The PMO Brothers
Theodore W. Kallman
PMP®, CLU, ChFC
ted@i2k.com
This proprietary presentation is
copyrighted © material of the VSPT
Group, 1972 - 2012, All rights reserved
70
Unified
Vision
Group
The PMO Brothers
Copyright © 1972 - 2012 Unified
Vision Group all rights reserved
71
Copyright © 1972 - 2012
Unified Vision Group
all rights reserved.
This proprietary presentation is
copyrighted © material of the VSPT
Group, 1972 - 2012, All rights reserved
72
