互联网下项目管理发展趋势课件.pptx

1、How can traditional enterprise facethe challenges in the digital era(in projectmanagement)Des SmithOct 21,2018Agenda Objective Introduction Company overview Traditional vs non-traditional enterprise Challenges Facing the challenges Examples Closing thoughts,Q&AObjectiveTo share my knowledge and expe

2、rience with you andto create some positive,thought-provoking ideas,discussions and learnings to take with us5Des Smith-Introduction Graduated from University of Leeds in UK 25+years working/living in 6 different countries Led multiple projects,Project Managers,global projects Main focus operations n

3、eeding change and rapid growth China for 4 years,PM Director Asia Pacific PMP Certified,PMI-ACP candidate Hobbies fitness,football,art,travelHow many of you:Work in“traditional”enterprise?Are involved in Project Management(PM)?Work with a PM process?Are facing challenges in PM new,different,more sam

4、e old ones?Are sometimes uncertain or frustrated in PM at work?Company OverviewGKN Three DivisionsEmployee:59,800people2017 Sales10.4 bn员工员工59,800人人2017年销售额年销售额104亿英镑亿英镑GKN Driveline-Global leader50%90%No.1of the worlds cars containGKN technologyWe work with nearly everyautomotive manufacturerCVJ&AW

5、DeDriveGKN Driveline SystemProduct EvolutionRapid market changes we go from“traditional”,machined andassembled parts to systems adding electronics and softwareTraditional vs non-traditionalenterpriseTraditional enterprises typicallyhave or are:Non-Traditional enterprisestypically have or are:have a

6、short history,fast growing Less stable org medium to long term history More stable org IT/knowledge oriented manufacturing-oriented new org structures and processes,fast legacy-based org structures andprocesses,slowyounger generation,mobile Relatively longer serving,loyalemployeesChallengesExternal

7、Challenges(driven by market,customers)Competition is fiercer than ever Price pressure Time to market reducing,life cycles shorter New start ups,new customers,new partners Technological changing at breakneck speed Customers not knowing what they want or need Customer expectations higher Globalisation

8、 and localization VUCA(volatile uncertain complex ambiguous)Internal Challenges(in addition to external)Organisation culture and policy Which PM process,tools,philosophies to use Growing“pains”-more and different projects Limited resources such as people,money,materials Coping with documentation/dup

9、lication/audits/gateways Process and decision-making speed Keeping employees satisfied and motivated Training,knowledge,expertise what and how?CommunicationHow to Face the Challenges?Tips Consider switch from traditional to non-traditional(strategic agility)Benchmark,network,including non-traditiona

10、l companies Start and support culture change in your enterprise Recruit/train people-change leader,product expert,lean/agile thinking Pilot,show and communicate the“small victories”Document&train new,value-adding WoW/processes Continuously improve,look at new,value-driven indicators Keep learning th

11、e latest trends and best practices Maintain the PM basics well and better Always put your people firstPotential traps Doing nothing new,same thing and resisting change Thinking there is one standard PM solution out there Discarding current PM process and sub-processes Thinking and acting like agile

12、is a complete solution Being afraid of Agile,Lean,Kaizen Unaware of company strategy Worrying and stressExamples(of how we have faced challenges)EXAMPLE 1:Project Management process“Hybrid”Project Management Strong traditional process Over 160 tasks with RACI Overlapping/parallel phases,tasksProject

13、 Initiation Use with standards and governance Gantt and critical pathProject PlanningSystem Development Integration of Agile,leanDesign ValidationProcess ValidationMassProductionEXAMPLE 2:Portfolio ManagementPortfolio ManagementMultiple“OT”events Feb toMarch=risk andopportunityMultiple“OTOP”events A

14、ug andSept=risk andopportunityPortfolio ManagementUses and Benefits Advanced risk(prevent issues)and opportunities(seize them)Predict roadblocks in time to prevent them(shield the project teams)Multiple project and wider organisation benefits Resource planning people,equipment,materials,money,knowle

15、dge Visibility,reporting,communication,collaboration Visual,on-line,connected Priority setting Improves the key indicators time,quality,financials,customer satisfaction Employee motivation and satisfaction Supports agile mindset in traditional framework Scalability-can spread to other functionsEXAMP

16、LE 3:Health improvement audit using leadindicatorsHealth Improvement AuditDefine KeydeliverablePMO looksforDefine RatingCriteriaopportunitiesacross allprojectsMake leadKPI acrossmultipleChooseproject orprogprojectsUse bestexamples tomakerecommendationPMOconductauditreviewRatedeliverablesconstructive

17、lyHealth Improvement Audit ExampleData:Dashboard:Look at using more“Lead”indicators Lag Indicators=Measures the goals Lead Indicators:Predictive measures something that leads to the goal Influencing something that can influence the lag indicatorsLearn from foresight not hindsightEXAMPLE 4:Culture,Pe

18、opleCulture,people-examples We focus on right quantity of team members in projects We focus on the quality of team members-training,visits,knowledge,PMP,ACP Recognition and encouragement PM leaders to PM,PM to Team members,Team member boss to Team member We work with and clear org roadblocks and dec

19、isions justify improvements in$money still talks!Show example results through pilots,simulations,feedback We gain and use experienced people/experts We use language our co-workers,management understands We always communicate using agile mindset Transforming from command and control to servant leadershipStrong process,agile mindset,great products,technology,great sales and profits,yet People are the most importantThank You for this opportunityClosing thoughtsQuestions