Project Management
Leadership
Nick Arnold
December 2002
Agenda
Managing by Project
Recognizing Project Organizations
Challenges of Project Organizations
Best Practice Infrastructure &
Communication
Best Practice Organization and Human
Capital
Project HR & Leadership
世界顶尖企业转型平整化突破界限按级别划分 /部门划分实业型经济整合与外部采办合资、联盟、合作合并、收购、分拆知识型经济
- business
静态 动态
- culture
国际网络
- Tom Peters
Business Guru
,In the new economy,
all work is project work.”
New Economy Transformations
Why is most work Project Work?
More focus and value on human and
intellectual capital (Knowledge workers)
– Shift from primary focus on product and
manufacturing/distribution/retail capabilities
Empower and manage people via projects
Solutions tailored to customer
– Solutions include products and services
– Customers include internal and external
Manage solution delivery as projects
Business agility to adjust to market
More granular control via projects
75% Transformations Fail
95% of these are HR Related
Quality stabilizes an Organization
Productivity disrupts and organization
Productivity must come first
Lock in with Quality
USA Quality issue 1973-1995
– Between ’73 and ’95 productivity growth dropped from 3% to1% and year
– Loosing Est,$10Trilion in GDP
The Quality Vs Productivity
Why project systems must be flexible?
What is a Project
,A temporary endeavor undertaken to create a
unique product,service,or result.”
– Temporary - Projects,unlike operations,have a definite
beginning and end,with a defined budget,timeframe,and
scope.
– Unique - Every project is different,even if it’s for a similar
product,service,or result,
– Performed by cross-functional project teams,people who are
brought together from various groups specifically for that effort
– Projects are constrained by limited resources and must be
planned,executed,and controlled.
Project Management Institute PMBOK 2000
Product Lifecycle
Projects as part of Planning and Execution
Project
Services
Implementation
Services
Product
Supply Chain
Product
Sales and
Support
Project
Services
Product
Development
Lifecycle
Project
Services
Product
Data Management
Warranty &
Support Services
Development
Rollout
Implementation
Training
Planning and
Execution Systems
Strategy
Implementation
Manage by Project
As Means to Implement Business Strategy
Business initiatives managed as projects
– Internal management and deployment of
resources for unique,non-operational efforts
– Regardless of your products and/or services
Enterprise management and control of a
company’s project portfolio via project office
– Driven across enterprise operations
– Visibility to all project stakeholders
– Strategic decision making based on integration,
prioritization,communication,and control of
projects
Benefits of Managing by Project
Enhance your organization’s visibility,
accountability,control,and agility.
– Visibility,View of all organization initiatives
broken down by projects
– Accountability,Ownership of the projects
– Control,Ongoing management of the projects
based on many KPIs
– Agility,Ongoing evaluation and review of
projects
Benefits of Managing by Project
Illustration of GL vs Project
Visibility,Accountability,Control,and Agility
$400,000
$88,000
$25,000
100
$513,000
$525,000
+$8,000
Salaries
Expenses
Overhead
Headcount
Total (Actual)
Budget
Variance
By Traditional Reporting:
Monthly GL-based
Reports
Project One
Project Two
Project Three
Project Four
Project Five
By Project and Program:
Weekly Status,Utilization,
Workforce Planning,and more!
Workforce Planning
Resource Utilization
Overall Project Status
Program ACost Center 800…,
Example Weekly Progress Report
Benefits of Managing by Project
Project Progress Report and KPIs
Financials Implementation
ABC Corporation
Amy Marlin
In Trouble
2 key roles to be staffed
31-Mar-2001
30-Apr-2001
1872
4504
45%
48%
194,578
413,340
361,000
356,500
-16%
28%
-7
Project
Customer
Project Manager
Progress Status
Highlights
Original Completion Date
Estimated Completion Date
Labor Hours to Date
Labor Hours EAC
% Complete
Earned Value
Actual Cost to Date
Forecast Cost
Prior Forecast Cost
Budget Cost
Forecast to Budget Cost Variance %
Forecast Margin %
Forecast to Budget Margin Variance
Activity
Responsibility
Overall Status
Financial
Accountability and
Control
Margin
at Project Level
(for contract projects)
Progress
Progression of Project Management
Project Accounting and Project Management
Enterprise Project Management
Collaborative Project Management
Agenda
Managing by Project
Recognizing Project Organizations
Challenges of Project Organizations
Best Practice Infrastructure &
Communication
Best Practice Organization and Human
Capital
Project HR & Leadership
Types of Project Organizations
Service Firms and Lines of Business
– Enterprise focused on providing service to other
companies (Consulting,Engineering &Construction,Staffing,
Advertising)
– Services LOB within a larger enterprise (Development,
Implementation Services in Product Company)
Service Departments Within an Enterprise
– Departments that provide services to other
organizations within the enterprise
(IT,Marketing,Research & Development,Capital Improvements,
Training)
Every company has Project Organizations in their structure.
Types of Projects
Contract
Services
Bill based on
deliverables or work
performed
Typical Industries
Professional Services
Engineering Design
Construction
Govt Contractors
Higher Ed/Research
Outsourcing
Traditional Project Companies:
Project-Centric Business
Types of Projects
Contract
Services
Bill based on
deliverables or work
performed
Typical Industries
Professional Services
Engineering Design
Construction
Govt Contractors
Higher Ed/Research
Outsourcing
Traditional Project Companies:
Project-Centric Business
Non-Traditional Project Companies,
Project-Centric Activities within the Business
Capital
Expenditures
Capital Development or
Improvements
Track cost and
capitalize as asset
Typical Industries/Functions
Telecom
Utilities
Real Estate
Any capital asset building
or maintenance
Internal
Services
Indirect Activities
Business Processes
Track effort and cost,
May allocate costs out
Typical Functions
IT
Marketing
Product Development
R&D
Training
Bid & Proposal Work
Agenda
Managing by Project
Recognizing Project Organizations
Challenges of Project Organizations
Best Practice Infrastructure &
Communication
Best Practice Organization and Human
Capital
Project HR & Leadership
Delivery Realities for Project
Organizations
Faster,global project delivery
– Demand for accelerated project completion
– Scarcity of skilled resources
– Global projects leveraging global organizations
and partners
New business models and technologies
– More focus on full service approach
– More fixed price projects
– Collaboration with customers and partners
– Introduction of collaborative hubs
Typical Project Operations Today
CUSTOMERS
Contracts
Marketing Sales
Customer
Management
PEOPLE
Employment
Events
Hiring Professional
Development
Comp.
and Benefits
MONEY
Treasury
Invoices Accounting
Cash
Management
Project
StaffingPlanning & Scheduling
Project
CollaborationProject Accounting KNOWLEDGE
KNOWLEDGE
KNOWLEDGE
KNOWLEDGE
PROJECTS
Challenges for Project Organizations
Non-integrated enterprise systems to
support the full project lifecycle
– Opportunities,Bids,Contracts
– Schedule,Staffing,Documents,Change Orders
– Progress,Budget & Forecasts,Financial
Accounting
Interaction with collaborative hubs
– No integration with enterprise systems
– May need to interact with multiple hubs based
on each contract’s terms
Poor team and HR Productivity
Agenda
Managing by Project
Recognizing Project Organizations
Challenges of Project Organizations
Best Practice Infrastructure &
Communication
Best Practice Organization and Human
Capital
Project HR & Leadership
Best Practice Infrastructure - Projects
Complete,Streamline full project lifecycle
integrated with your global enterprise
operations,
Collaborative,Share and exchange
relevant information with all project
stakeholders via easy to use web interface,
secured by role.
完整的项目解决方案完整的项目生命圈
Intelligence
人员资金消费者知识项目智能建立智囊团的基础：
项目
消费者
人员
文档
财务完整的项目解决方案完整的项目生命圈
Intelligence
人员资金消费者知识项目项目财务项目列项机会管理合同管理资源管理项目管理项目经营项目协作智能建立智囊团的基础：
项目
消费者
人员
文档
财务
Intelligence
智能资金消费者知识人员项目项目财务项目帐单机会管理合同管理资源管理项目管理项目经营项目协作
招聘
临时人员
技术管理 &
专业发展
聘佣事件
补偿
利益
人力资源智能
文档仓库
目录管理
出版 & 预订
搜索引擎
专业团体
营销
产生潜在顾客
互联网商店
机会管理
客户管理
协作
消费者智能
财务
传播管理
帐单 & 捐款
采购 & 支付
资产
财产管理
现金管理 & 财政
财务智能完整的项目解决方案项目,
完全的,协作的解决方案项目项目成本项目帐单机会管理合同管理资源管理项目管理项目经营项目协作智能项目 & 活动经理团队成员 合伙人 & 供应商管理执行者消费者赞助商业务发展经理 以任务为基础的，人格化的所有项目利益相关者所有利益相关者协作入口
人格化对待所有利益相关者
通过数据信息统一观点
深挖交易和情报资料电子商务网络中心公司间的自动信息流公司
A
公司
J
公司
I 公司
H
公司
G
公司
F
公司
C公司 B
电子商务网络中心公司
D
公司
E
为项目服务的电子商务网络中心项目交换项目团队工作和合作每一公司运作自己业务的地方系统沟通进程报告项目计划项目团队文档交换市场买卖双方接触的地方电子商务网络中心
People
Money
Customers
Knowledge
Projects
Project
Accounting
Project
Intelligence
Business
Development
Contract
Management
Resource
Management
Project
Management
Project
Administration
Project
Collaboration
People
Money
Customers
Knowledge
Projects
Project
Accounting
Project
Intelligence
Business
Development
Contract
Management
Resource
Management
Project
Management
Project
Administration
Project
Collaboration
People
Money
Customers
Knowledge
Projects
Project
Accounting
Project
Intelligence
Business
Development
Contract
Management
Resource
Management
Project
Management
Project
Administration
Project
Collaboration
People
Money
Customers
Knowledge
Projects
Project
Accounting
Project
Intelligence
Business
Development
Contract
Management
Resource
Management
Project
Management
Project
Administration
Project
Collaboration
公司 1
全部服务组织公司 2
全部服务组织公司 3
仅项目公司 4
仅项目
Agenda
Managing by Project
Recognizing Project Organizations
Challenges of Project Organizations
Best Practice Infrastructure &
Communication
Best Practice Organization and Human
Capital
Project HR & Leadership
Agenda
Managing by Project
Recognizing Project Organizations
Challenges of Project Organizations
Best Practice Infrastructure &
Communication
Best Practice Organization
and Human Capital
Project HR & Leadership
RAFT,AT THE MERCY OF THE CURRENTSRaft – At the mercy of the currents
Dory – Be your own person
DORY REGATTA:BE YOUR OWN PERSON
Dory Regatta – Be your own person
Galley – Autocratic Leadership
Sea Going Canoe – Participative Leadership
7 Keys steps to a Performance
Project Management Culture
1,Reward for results
2,Extensive use of Metrics
3,Rapid Learning
4,Rewards for Innovation and Risk Taking
5,Hiring and Retention based on Capability
6,Individual Motivation
7,Reward Cooperation & Punish Beuracracy
1,Reward for Results
Differentiate rewards
1,Meritocracy = Results ( Not loyalty
relationships)
2,Pay for the results – up to 25% of pay on
performance not behavior
3,Managers rewarded for improved Human
Capital (Recruitment & Development)
4,Ownership – Stock Options & Long Term,
The Top 20% get the message performance
matters.
2,Metrics
Fact Based Decisions,based on what works Data in
people practices (HCI / Six Sigma)
Individual Accountability – measures tied to individual
effort
Recognition Comparison Metrics
Competition Everywhere – Metrics distributed to build
competition ( embarrassment)
Continuous Assessment
Forced Ranking
3 - Rapid Learning
Individual Responsibility –be on Leading edge
‘All Level learning’ Top,Middle and Bottom
On Job Learning,Assignments & Transfers & on
Job Assessment
Rapid Sharing – what works & what FAILED
Open book management – Information is made
available to build understanding
Confrontation – ‘Workout and ‘constructive
confrontation’
Paranoia – Someone else is better – compare.
4 – Reward Risk Taking
Reward Risk taking and failures
Innovation is competitive advantage (expect
disruptive technologies and management
solutions)
Improvement Scenarios – Think a year
ahead
5 - Great Hiring
External Hires – hire competitors,learn
secrets & Innovate from top
Abilities,Hire based on DEMONSTATED
capability not potential or experience
Diversity of culture – teams with no
stereotypes
Retention – A conscious effort to motivate
and retain top 25%
6 - Reward Individual Effort
Individual treatment – make personalization
for top contributors & leaders
Right Person Right Task or Job
Listen to feedback and employees
7- Reward Cooperation
‘ Transition out’ bottom performers (5-10%)
Hoarding – Penalties for having information silos
Boundryless Thinking
Company and project first
Cooperation – measure and reward
Cross Functional
‘Fight’ Bureaucracy
Demonstrate Personal Leadership
终生领导艺术管理学院终生领导艺术管理学院情境领导
Why Situational Leadership
1,The world’s most popular Leadership Program
2,Attended by over 10,000,000 people worldwide
3,Developed By Dr Paul Hersey and Dr Ken Blanchard
4,Proven in the World’s top Companies and used as regular
training program
5,Incorporated in to many companies HR evaluation
programs with the unique 360 feedback and coaching tool
6,World Wide Application in 16 Languages
7,Based on Proven Models and evolved through over 40
years of practical business use and academic research
8,Content rich multimedia learning with unique case studies
to match real and relevant situations
9,Unique DVD with over 60 video case studies that allows
for hundreds of tailored case study analysis options
10,Fully modular and supported with additional modular
programs for sales,service and executive needs.
选择,情境领导,的十大理由
1,全球最受欢迎的领导力课程
2,全世界已有 1000000经理人参加了的课程
3,由保罗赫塞和肯布莱查特共同创立
4,世界顶级企业认可,并作为常年必选的课程
5,很多公司将独特的 360度评估作为人事评估的重要手段
6,已被译成 16种语言在全球运用
7,情境领导模型的有效性被证实,同时 40年来不断在实践和研究中得以完善更新
8,内容丰富,多媒体教学,案例分析,情境演绎
9,独特的 DVD配有 60多段案例分析,从而可以根据需要度身定制配套的案例分析
10,情境领导模型的普通适用性,在此基础上可延伸至情境销售,情境服务及其他管理方面的需要 。
Fifth Third Bank
Ford Motor Company
Fore Systems
Forrest & Company
Foundation Health Systems
Garret Corporation
General Electric
General Motors Corp
General Physics
Glaxo Wellcome
Goodyear Tire Co,
GTE
Guardian Life
Gulfstream Aerospace
Healthnet
Hershey Chocolate
Hewlett Packard
Hilton Hotels Corporation
Hoffman-LaRoche,Inc,
Hughes Aircraft
IBM Corporation
Intel
Jaguar Cars
Key Bank
Lockheed
Lucent Technologies
Manulife Financial
March of Dimes
Marriott Corporation
Martin Marietta
Monsanto
Montana Dept,Highways
Motorola
Nabisco Foods
Nalco Chemical
AAA
Accenture?
.Advanced Micro Devices
Aetna
Air Canada
Albertsons
Alcoa
American Association of
Critical Care Nurses
American Express
American Management Assoc,
Arthur Anderson Co,
Ball Corporation
Bank of America
Best Western
Boy Scouts of America
Bristol Myers
Buck Knives
Canadian National Defense
Caterpillar Inc,
Center for Creative Leadership
Colgate-Palmolive
Compuware
Continental Bank
Covenant House
Daimler Chrysler
Daishowa
Deloitte Consulting
Discover Card
Duracell
FBI
Federal Aviation Administration
Federal Express
FedEx Ground
You’re in Very Good Company… 优秀公司的共同选择
NISH
Nortel
Pacifica Papers Inc
Paine Webber
Pitney-Bowes
Potlatch
Presbyterian Child Welfare Agency
Proctor & Gamble Corporation
RL Polk & Co,
Roadway Express
Rogers Communication
Rowan-Cabarrus
Community College
Royal Bank of Canada
Sasktel
SBC Communications
SCA Hygiene Products
Scott Specialty Gases
Seagram Americas
Southern California Edison
Spectra Physics
State of Oregon
Steelcase
St,John Institute
Sybase
Tetra / Second Nature
Union Carbide/ Praxair
University of Toledo
US Air Force
USAirways
US Army
US Border Patrol
USDA
Washington Mutual
Watson Laboratories
.
.
.
Let’s See How Well
You Are Assessing Readiness
看看你是否能正确地评估跟随者的状态
Melissa
Jon
Your Situation
情境 #1
Your group has been dropping in productivity during the
last few month,Members have been unconcerned with
meeting objectives,Role defining has helped in the past,
They have continually needed reminding to have tasks
done on time,The group is relatively new to the job.
在过去的几个月里，你带领的团队工作效率下降。团队成员对达到会议制定的目标漠不关心。以前严格职责分配的做法起到过有效的作用。他们仍然需要不停地被提醒及时地完成工作。这项任务对团队来说是一项新工作。
What Will You Do?
你会怎么做？
A Emphasize the importance of deadlines and tasks.
强调限期内完成工作的重要性。
B,Involve the group in problem solving,
要团队参与到问题解决中来。
C,Individually talk with members and set goals.
个别与团队成员交谈，并分别制定工作目标。
D,Do what you can to make the group feel important and
involved,
你所做的让团队感到他们重要。
Scoring
评分
A,3
B,1
C,2
D,0
Your Situation
情境 # 2
Productivity and group relations are good,You feel
somewhat unsure about your lack of direction of the
group.
生产效率和团队内部的关系非常好。但是你对怎么指导团队的方向信心不足。
What Will You Do?
你会怎么做？
A,Allow the group to formulate its own direction.
让你的团队自己制定工作的方向。
B,Incorporate group recommendation,but see that uniform
goals are maintained.,
吸纳团队的建议，但是监督团队的方向一致 。
C,Allow group involvement in goal setting.Don’t push.
让团队参与制定目标 。
D.Redefine goals and supervise carefully,
重新制定目标，并且密切地监督 。
Scoring
评分
A,3
B,1
C,2
D,0
技术技能 人际沟通技能 思维技能高管层中级管理层主管层一般员工领导力即影响他人的能力。
有效的领导力是使你的行为适应于个人或团队工作表现的需要。
跟随者状态,
是指跟随者接受、承担和完成某一项特定工作所表现出来的能力和意愿。
有信心 没有信心 有信心 没有信心跟随者主导 领导者主导高低能力信心 -他人信心 -自己领导行为高关系低行为高关系高行为低关系低行为低关系高行为关系行为领导者投入双向沟通（或者多向），倾听，激励和情感支持。包括：
给予支持 沟通积极倾听 提供反馈工作行为领导者关注确定职责，告知做什么，怎么做，何时何地。如果是团队，并告知具体谁负责谁。包括：目标制定，组织，
建立进度表，给予指示，控制
Let’s See How Well
You Are Assessing Leadership
看看你是否能正确地评估跟随者的状态
Pat and Jan
2.6
3.3 4.9
1.2
23.3Adaptability=
N# =20,928 360° profiles
人数 =20,928,360度全貌
（领导风格全貌）
风格应变度跟随者状态高关系低行为高关系高行为低关系低行为低关系高行为关系行为工作行为
R4
有能力有意愿有信心
R3
有能力没意愿没信心
R2
没能力有意愿有信心
R1
没能力没意愿没信心领导风格全貌 – RASHAD LEE
推销式告知式参与式授权式领导力风格应变指数主要领导风格次要领导风格领导风格范围领导风格应变能力
360度领导力风格反馈报告直接上级同事 同事下属下属下属下属自我评估风格 /准备状态对照表
Case Study
Composite Profile Adaptability
Time Two,26.5 n= 1479
Time One,22.5 n=1253
Macro,23.3 n= >21k
Point Range,14 to 32
Significant Change,1.86
Time Two,2.6
Macro,2.7
Style One
Time One,2.7
Time Two,4.9
Macro,5.02
Style Two
Time One,5.1
Time Two,3
Macro,3.28
Style Three
Time One,3.3
Style Four
Time Two,1.5
Macro,1.0
Time One,0.8
.
.
影响力 +360度，
1/2天模块高管层模块高管层模块
360度评估和分析,1/2 天模块核心课程,1-2天或高管层模块
360度评估团队,1天半模块新课程推出
-领导作为催化剂的角色
-情境领导的运用
Products 产品
Situational Leadership 情境领导
- Core 核心
- Lead 360 360度领导力评估
- Power 360 360度影响力评估
- Applied
Situational Sales 情境销售
Situational Service 情境服务
Example Integrated Implementation Plan
Requirements
discussion
Trial Group
complete 360
online,10days
prior to 1st
course
Trial Group
Attend two day
workshop
including 360
and Charting
Feedback
session with
LLA to discuss
Roll out plan
Trail Group are used to help determine relevant case studies and company specifics for roll out,
This first group will be an intensive session,After feedback session with LLA the roll out begins
1st Rollout
Group
complete 360s
10 days prior
1st Rollout
Group attends
2 day workshop
with 360 and
charting
Remaining
groups attend
workshops per
company
schedule
Trail Group should be middle management then Rollout Groups should be all management,
so data can be collected for a constructive session with top executives who will do executive version
Executive team
complete Power
and 360 online
10 days prior
360 feedback
incorporated into
HR performance
system,Coaching
as required
Executive team
attend one day
Power and 360
version
360 feedback and
executive one on
one coaching as
required
整合培训实施流程讨论客户需求实验班完成 360
度评估。在开课前 10天完成实验班参加两天课程。
包括 360度评估分析和 LLA讨论整个培训实施芳案实验班将有助于确定正式课程的内容符合客户需要的案例分析和其他特殊培训需求。
第一个实验班的课程为强化课程。根据实验班的反馈，与 LLA讨论商定正式课程内容后开课。
第一批参加课程前十天完成
360度评估第一批参加两天课程，包括
360评估分析其他学员根据公司的时间安排参加课程实验班应由中层管理人员组成。而全面开展培训后，由所有管理层参加。可从中获得数据和信息，
制定专为高层管理人员参加的课程版本。
高管层课前 10
天完成影响力
360度评估
360度评估成为公司人事绩效评估的重要组成部分。
可根据客户需要给予咨询高管层参加 1天课程：影响力和 360度分析
360度评估分析，
可根据管理层需要给予个别咨询
www.leadership-for-life.com
Leadership
Nick Arnold
December 2002
Agenda
Managing by Project
Recognizing Project Organizations
Challenges of Project Organizations
Best Practice Infrastructure &
Communication
Best Practice Organization and Human
Capital
Project HR & Leadership
世界顶尖企业转型平整化突破界限按级别划分 /部门划分实业型经济整合与外部采办合资、联盟、合作合并、收购、分拆知识型经济
- business
静态 动态
- culture
国际网络
- Tom Peters
Business Guru
,In the new economy,
all work is project work.”
New Economy Transformations
Why is most work Project Work?
More focus and value on human and
intellectual capital (Knowledge workers)
– Shift from primary focus on product and
manufacturing/distribution/retail capabilities
Empower and manage people via projects
Solutions tailored to customer
– Solutions include products and services
– Customers include internal and external
Manage solution delivery as projects
Business agility to adjust to market
More granular control via projects
75% Transformations Fail
95% of these are HR Related
Quality stabilizes an Organization
Productivity disrupts and organization
Productivity must come first
Lock in with Quality
USA Quality issue 1973-1995
– Between ’73 and ’95 productivity growth dropped from 3% to1% and year
– Loosing Est,$10Trilion in GDP
The Quality Vs Productivity
Why project systems must be flexible?
What is a Project
,A temporary endeavor undertaken to create a
unique product,service,or result.”
– Temporary - Projects,unlike operations,have a definite
beginning and end,with a defined budget,timeframe,and
scope.
– Unique - Every project is different,even if it’s for a similar
product,service,or result,
– Performed by cross-functional project teams,people who are
brought together from various groups specifically for that effort
– Projects are constrained by limited resources and must be
planned,executed,and controlled.
Project Management Institute PMBOK 2000
Product Lifecycle
Projects as part of Planning and Execution
Project
Services
Implementation
Services
Product
Supply Chain
Product
Sales and
Support
Project
Services
Product
Development
Lifecycle
Project
Services
Product
Data Management
Warranty &
Support Services
Development
Rollout
Implementation
Training
Planning and
Execution Systems
Strategy
Implementation
Manage by Project
As Means to Implement Business Strategy
Business initiatives managed as projects
– Internal management and deployment of
resources for unique,non-operational efforts
– Regardless of your products and/or services
Enterprise management and control of a
company’s project portfolio via project office
– Driven across enterprise operations
– Visibility to all project stakeholders
– Strategic decision making based on integration,
prioritization,communication,and control of
projects
Benefits of Managing by Project
Enhance your organization’s visibility,
accountability,control,and agility.
– Visibility,View of all organization initiatives
broken down by projects
– Accountability,Ownership of the projects
– Control,Ongoing management of the projects
based on many KPIs
– Agility,Ongoing evaluation and review of
projects
Benefits of Managing by Project
Illustration of GL vs Project
Visibility,Accountability,Control,and Agility
$400,000
$88,000
$25,000
100
$513,000
$525,000
+$8,000
Salaries
Expenses
Overhead
Headcount
Total (Actual)
Budget
Variance
By Traditional Reporting:
Monthly GL-based
Reports
Project One
Project Two
Project Three
Project Four
Project Five
By Project and Program:
Weekly Status,Utilization,
Workforce Planning,and more!
Workforce Planning
Resource Utilization
Overall Project Status
Program ACost Center 800…,
Example Weekly Progress Report
Benefits of Managing by Project
Project Progress Report and KPIs
Financials Implementation
ABC Corporation
Amy Marlin
In Trouble
2 key roles to be staffed
31-Mar-2001
30-Apr-2001
1872
4504
45%
48%
194,578
413,340
361,000
356,500
-16%
28%
-7
Project
Customer
Project Manager
Progress Status
Highlights
Original Completion Date
Estimated Completion Date
Labor Hours to Date
Labor Hours EAC
% Complete
Earned Value
Actual Cost to Date
Forecast Cost
Prior Forecast Cost
Budget Cost
Forecast to Budget Cost Variance %
Forecast Margin %
Forecast to Budget Margin Variance
Activity
Responsibility
Overall Status
Financial
Accountability and
Control
Margin
at Project Level
(for contract projects)
Progress
Progression of Project Management
Project Accounting and Project Management
Enterprise Project Management
Collaborative Project Management
Agenda
Managing by Project
Recognizing Project Organizations
Challenges of Project Organizations
Best Practice Infrastructure &
Communication
Best Practice Organization and Human
Capital
Project HR & Leadership
Types of Project Organizations
Service Firms and Lines of Business
– Enterprise focused on providing service to other
companies (Consulting,Engineering &Construction,Staffing,
Advertising)
– Services LOB within a larger enterprise (Development,
Implementation Services in Product Company)
Service Departments Within an Enterprise
– Departments that provide services to other
organizations within the enterprise
(IT,Marketing,Research & Development,Capital Improvements,
Training)
Every company has Project Organizations in their structure.
Types of Projects
Contract
Services
Bill based on
deliverables or work
performed
Typical Industries
Professional Services
Engineering Design
Construction
Govt Contractors
Higher Ed/Research
Outsourcing
Traditional Project Companies:
Project-Centric Business
Types of Projects
Contract
Services
Bill based on
deliverables or work
performed
Typical Industries
Professional Services
Engineering Design
Construction
Govt Contractors
Higher Ed/Research
Outsourcing
Traditional Project Companies:
Project-Centric Business
Non-Traditional Project Companies,
Project-Centric Activities within the Business
Capital
Expenditures
Capital Development or
Improvements
Track cost and
capitalize as asset
Typical Industries/Functions
Telecom
Utilities
Real Estate
Any capital asset building
or maintenance
Internal
Services
Indirect Activities
Business Processes
Track effort and cost,
May allocate costs out
Typical Functions
IT
Marketing
Product Development
R&D
Training
Bid & Proposal Work
Agenda
Managing by Project
Recognizing Project Organizations
Challenges of Project Organizations
Best Practice Infrastructure &
Communication
Best Practice Organization and Human
Capital
Project HR & Leadership
Delivery Realities for Project
Organizations
Faster,global project delivery
– Demand for accelerated project completion
– Scarcity of skilled resources
– Global projects leveraging global organizations
and partners
New business models and technologies
– More focus on full service approach
– More fixed price projects
– Collaboration with customers and partners
– Introduction of collaborative hubs
Typical Project Operations Today
CUSTOMERS
Contracts
Marketing Sales
Customer
Management
PEOPLE
Employment
Events
Hiring Professional
Development
Comp.
and Benefits
MONEY
Treasury
Invoices Accounting
Cash
Management
Project
StaffingPlanning & Scheduling
Project
CollaborationProject Accounting KNOWLEDGE
KNOWLEDGE
KNOWLEDGE
KNOWLEDGE
PROJECTS
Challenges for Project Organizations
Non-integrated enterprise systems to
support the full project lifecycle
– Opportunities,Bids,Contracts
– Schedule,Staffing,Documents,Change Orders
– Progress,Budget & Forecasts,Financial
Accounting
Interaction with collaborative hubs
– No integration with enterprise systems
– May need to interact with multiple hubs based
on each contract’s terms
Poor team and HR Productivity
Agenda
Managing by Project
Recognizing Project Organizations
Challenges of Project Organizations
Best Practice Infrastructure &
Communication
Best Practice Organization and Human
Capital
Project HR & Leadership
Best Practice Infrastructure - Projects
Complete,Streamline full project lifecycle
integrated with your global enterprise
operations,
Collaborative,Share and exchange
relevant information with all project
stakeholders via easy to use web interface,
secured by role.
完整的项目解决方案完整的项目生命圈
Intelligence
人员资金消费者知识项目智能建立智囊团的基础：
项目
消费者
人员
文档
财务完整的项目解决方案完整的项目生命圈
Intelligence
人员资金消费者知识项目项目财务项目列项机会管理合同管理资源管理项目管理项目经营项目协作智能建立智囊团的基础：
项目
消费者
人员
文档
财务
Intelligence
智能资金消费者知识人员项目项目财务项目帐单机会管理合同管理资源管理项目管理项目经营项目协作
招聘
临时人员
技术管理 &
专业发展
聘佣事件
补偿
利益
人力资源智能
文档仓库
目录管理
出版 & 预订
搜索引擎
专业团体
营销
产生潜在顾客
互联网商店
机会管理
客户管理
协作
消费者智能
财务
传播管理
帐单 & 捐款
采购 & 支付
资产
财产管理
现金管理 & 财政
财务智能完整的项目解决方案项目,
完全的,协作的解决方案项目项目成本项目帐单机会管理合同管理资源管理项目管理项目经营项目协作智能项目 & 活动经理团队成员 合伙人 & 供应商管理执行者消费者赞助商业务发展经理 以任务为基础的，人格化的所有项目利益相关者所有利益相关者协作入口
人格化对待所有利益相关者
通过数据信息统一观点
深挖交易和情报资料电子商务网络中心公司间的自动信息流公司
A
公司
J
公司
I 公司
H
公司
G
公司
F
公司
C公司 B
电子商务网络中心公司
D
公司
E
为项目服务的电子商务网络中心项目交换项目团队工作和合作每一公司运作自己业务的地方系统沟通进程报告项目计划项目团队文档交换市场买卖双方接触的地方电子商务网络中心
People
Money
Customers
Knowledge
Projects
Project
Accounting
Project
Intelligence
Business
Development
Contract
Management
Resource
Management
Project
Management
Project
Administration
Project
Collaboration
People
Money
Customers
Knowledge
Projects
Project
Accounting
Project
Intelligence
Business
Development
Contract
Management
Resource
Management
Project
Management
Project
Administration
Project
Collaboration
People
Money
Customers
Knowledge
Projects
Project
Accounting
Project
Intelligence
Business
Development
Contract
Management
Resource
Management
Project
Management
Project
Administration
Project
Collaboration
People
Money
Customers
Knowledge
Projects
Project
Accounting
Project
Intelligence
Business
Development
Contract
Management
Resource
Management
Project
Management
Project
Administration
Project
Collaboration
公司 1
全部服务组织公司 2
全部服务组织公司 3
仅项目公司 4
仅项目
Agenda
Managing by Project
Recognizing Project Organizations
Challenges of Project Organizations
Best Practice Infrastructure &
Communication
Best Practice Organization and Human
Capital
Project HR & Leadership
Agenda
Managing by Project
Recognizing Project Organizations
Challenges of Project Organizations
Best Practice Infrastructure &
Communication
Best Practice Organization
and Human Capital
Project HR & Leadership
RAFT,AT THE MERCY OF THE CURRENTSRaft – At the mercy of the currents
Dory – Be your own person
DORY REGATTA:BE YOUR OWN PERSON
Dory Regatta – Be your own person
Galley – Autocratic Leadership
Sea Going Canoe – Participative Leadership
7 Keys steps to a Performance
Project Management Culture
1,Reward for results
2,Extensive use of Metrics
3,Rapid Learning
4,Rewards for Innovation and Risk Taking
5,Hiring and Retention based on Capability
6,Individual Motivation
7,Reward Cooperation & Punish Beuracracy
1,Reward for Results
Differentiate rewards
1,Meritocracy = Results ( Not loyalty
relationships)
2,Pay for the results – up to 25% of pay on
performance not behavior
3,Managers rewarded for improved Human
Capital (Recruitment & Development)
4,Ownership – Stock Options & Long Term,
The Top 20% get the message performance
matters.
2,Metrics
Fact Based Decisions,based on what works Data in
people practices (HCI / Six Sigma)
Individual Accountability – measures tied to individual
effort
Recognition Comparison Metrics
Competition Everywhere – Metrics distributed to build
competition ( embarrassment)
Continuous Assessment
Forced Ranking
3 - Rapid Learning
Individual Responsibility –be on Leading edge
‘All Level learning’ Top,Middle and Bottom
On Job Learning,Assignments & Transfers & on
Job Assessment
Rapid Sharing – what works & what FAILED
Open book management – Information is made
available to build understanding
Confrontation – ‘Workout and ‘constructive
confrontation’
Paranoia – Someone else is better – compare.
4 – Reward Risk Taking
Reward Risk taking and failures
Innovation is competitive advantage (expect
disruptive technologies and management
solutions)
Improvement Scenarios – Think a year
ahead
5 - Great Hiring
External Hires – hire competitors,learn
secrets & Innovate from top
Abilities,Hire based on DEMONSTATED
capability not potential or experience
Diversity of culture – teams with no
stereotypes
Retention – A conscious effort to motivate
and retain top 25%
6 - Reward Individual Effort
Individual treatment – make personalization
for top contributors & leaders
Right Person Right Task or Job
Listen to feedback and employees
7- Reward Cooperation
‘ Transition out’ bottom performers (5-10%)
Hoarding – Penalties for having information silos
Boundryless Thinking
Company and project first
Cooperation – measure and reward
Cross Functional
‘Fight’ Bureaucracy
Demonstrate Personal Leadership
终生领导艺术管理学院终生领导艺术管理学院情境领导
Why Situational Leadership
1,The world’s most popular Leadership Program
2,Attended by over 10,000,000 people worldwide
3,Developed By Dr Paul Hersey and Dr Ken Blanchard
4,Proven in the World’s top Companies and used as regular
training program
5,Incorporated in to many companies HR evaluation
programs with the unique 360 feedback and coaching tool
6,World Wide Application in 16 Languages
7,Based on Proven Models and evolved through over 40
years of practical business use and academic research
8,Content rich multimedia learning with unique case studies
to match real and relevant situations
9,Unique DVD with over 60 video case studies that allows
for hundreds of tailored case study analysis options
10,Fully modular and supported with additional modular
programs for sales,service and executive needs.
选择,情境领导,的十大理由
1,全球最受欢迎的领导力课程
2,全世界已有 1000000经理人参加了的课程
3,由保罗赫塞和肯布莱查特共同创立
4,世界顶级企业认可,并作为常年必选的课程
5,很多公司将独特的 360度评估作为人事评估的重要手段
6,已被译成 16种语言在全球运用
7,情境领导模型的有效性被证实,同时 40年来不断在实践和研究中得以完善更新
8,内容丰富,多媒体教学,案例分析,情境演绎
9,独特的 DVD配有 60多段案例分析,从而可以根据需要度身定制配套的案例分析
10,情境领导模型的普通适用性,在此基础上可延伸至情境销售,情境服务及其他管理方面的需要 。
Fifth Third Bank
Ford Motor Company
Fore Systems
Forrest & Company
Foundation Health Systems
Garret Corporation
General Electric
General Motors Corp
General Physics
Glaxo Wellcome
Goodyear Tire Co,
GTE
Guardian Life
Gulfstream Aerospace
Healthnet
Hershey Chocolate
Hewlett Packard
Hilton Hotels Corporation
Hoffman-LaRoche,Inc,
Hughes Aircraft
IBM Corporation
Intel
Jaguar Cars
Key Bank
Lockheed
Lucent Technologies
Manulife Financial
March of Dimes
Marriott Corporation
Martin Marietta
Monsanto
Montana Dept,Highways
Motorola
Nabisco Foods
Nalco Chemical
AAA
Accenture?
.Advanced Micro Devices
Aetna
Air Canada
Albertsons
Alcoa
American Association of
Critical Care Nurses
American Express
American Management Assoc,
Arthur Anderson Co,
Ball Corporation
Bank of America
Best Western
Boy Scouts of America
Bristol Myers
Buck Knives
Canadian National Defense
Caterpillar Inc,
Center for Creative Leadership
Colgate-Palmolive
Compuware
Continental Bank
Covenant House
Daimler Chrysler
Daishowa
Deloitte Consulting
Discover Card
Duracell
FBI
Federal Aviation Administration
Federal Express
FedEx Ground
You’re in Very Good Company… 优秀公司的共同选择
NISH
Nortel
Pacifica Papers Inc
Paine Webber
Pitney-Bowes
Potlatch
Presbyterian Child Welfare Agency
Proctor & Gamble Corporation
RL Polk & Co,
Roadway Express
Rogers Communication
Rowan-Cabarrus
Community College
Royal Bank of Canada
Sasktel
SBC Communications
SCA Hygiene Products
Scott Specialty Gases
Seagram Americas
Southern California Edison
Spectra Physics
State of Oregon
Steelcase
St,John Institute
Sybase
Tetra / Second Nature
Union Carbide/ Praxair
University of Toledo
US Air Force
USAirways
US Army
US Border Patrol
USDA
Washington Mutual
Watson Laboratories
.
.
.
Let’s See How Well
You Are Assessing Readiness
看看你是否能正确地评估跟随者的状态
Melissa
Jon
Your Situation
情境 #1
Your group has been dropping in productivity during the
last few month,Members have been unconcerned with
meeting objectives,Role defining has helped in the past,
They have continually needed reminding to have tasks
done on time,The group is relatively new to the job.
在过去的几个月里，你带领的团队工作效率下降。团队成员对达到会议制定的目标漠不关心。以前严格职责分配的做法起到过有效的作用。他们仍然需要不停地被提醒及时地完成工作。这项任务对团队来说是一项新工作。
What Will You Do?
你会怎么做？
A Emphasize the importance of deadlines and tasks.
强调限期内完成工作的重要性。
B,Involve the group in problem solving,
要团队参与到问题解决中来。
C,Individually talk with members and set goals.
个别与团队成员交谈，并分别制定工作目标。
D,Do what you can to make the group feel important and
involved,
你所做的让团队感到他们重要。
Scoring
评分
A,3
B,1
C,2
D,0
Your Situation
情境 # 2
Productivity and group relations are good,You feel
somewhat unsure about your lack of direction of the
group.
生产效率和团队内部的关系非常好。但是你对怎么指导团队的方向信心不足。
What Will You Do?
你会怎么做？
A,Allow the group to formulate its own direction.
让你的团队自己制定工作的方向。
B,Incorporate group recommendation,but see that uniform
goals are maintained.,
吸纳团队的建议，但是监督团队的方向一致 。
C,Allow group involvement in goal setting.Don’t push.
让团队参与制定目标 。
D.Redefine goals and supervise carefully,
重新制定目标，并且密切地监督 。
Scoring
评分
A,3
B,1
C,2
D,0
技术技能 人际沟通技能 思维技能高管层中级管理层主管层一般员工领导力即影响他人的能力。
有效的领导力是使你的行为适应于个人或团队工作表现的需要。
跟随者状态,
是指跟随者接受、承担和完成某一项特定工作所表现出来的能力和意愿。
有信心 没有信心 有信心 没有信心跟随者主导 领导者主导高低能力信心 -他人信心 -自己领导行为高关系低行为高关系高行为低关系低行为低关系高行为关系行为领导者投入双向沟通（或者多向），倾听，激励和情感支持。包括：
给予支持 沟通积极倾听 提供反馈工作行为领导者关注确定职责，告知做什么，怎么做，何时何地。如果是团队，并告知具体谁负责谁。包括：目标制定，组织，
建立进度表，给予指示，控制
Let’s See How Well
You Are Assessing Leadership
看看你是否能正确地评估跟随者的状态
Pat and Jan
2.6
3.3 4.9
1.2
23.3Adaptability=
N# =20,928 360° profiles
人数 =20,928,360度全貌
（领导风格全貌）
风格应变度跟随者状态高关系低行为高关系高行为低关系低行为低关系高行为关系行为工作行为
R4
有能力有意愿有信心
R3
有能力没意愿没信心
R2
没能力有意愿有信心
R1
没能力没意愿没信心领导风格全貌 – RASHAD LEE
推销式告知式参与式授权式领导力风格应变指数主要领导风格次要领导风格领导风格范围领导风格应变能力
360度领导力风格反馈报告直接上级同事 同事下属下属下属下属自我评估风格 /准备状态对照表
Case Study
Composite Profile Adaptability
Time Two,26.5 n= 1479
Time One,22.5 n=1253
Macro,23.3 n= >21k
Point Range,14 to 32
Significant Change,1.86
Time Two,2.6
Macro,2.7
Style One
Time One,2.7
Time Two,4.9
Macro,5.02
Style Two
Time One,5.1
Time Two,3
Macro,3.28
Style Three
Time One,3.3
Style Four
Time Two,1.5
Macro,1.0
Time One,0.8
.
.
影响力 +360度，
1/2天模块高管层模块高管层模块
360度评估和分析,1/2 天模块核心课程,1-2天或高管层模块
360度评估团队,1天半模块新课程推出
-领导作为催化剂的角色
-情境领导的运用
Products 产品
Situational Leadership 情境领导
- Core 核心
- Lead 360 360度领导力评估
- Power 360 360度影响力评估
- Applied
Situational Sales 情境销售
Situational Service 情境服务
Example Integrated Implementation Plan
Requirements
discussion
Trial Group
complete 360
online,10days
prior to 1st
course
Trial Group
Attend two day
workshop
including 360
and Charting
Feedback
session with
LLA to discuss
Roll out plan
Trail Group are used to help determine relevant case studies and company specifics for roll out,
This first group will be an intensive session,After feedback session with LLA the roll out begins
1st Rollout
Group
complete 360s
10 days prior
1st Rollout
Group attends
2 day workshop
with 360 and
charting
Remaining
groups attend
workshops per
company
schedule
Trail Group should be middle management then Rollout Groups should be all management,
so data can be collected for a constructive session with top executives who will do executive version
Executive team
complete Power
and 360 online
10 days prior
360 feedback
incorporated into
HR performance
system,Coaching
as required
Executive team
attend one day
Power and 360
version
360 feedback and
executive one on
one coaching as
required
整合培训实施流程讨论客户需求实验班完成 360
度评估。在开课前 10天完成实验班参加两天课程。
包括 360度评估分析和 LLA讨论整个培训实施芳案实验班将有助于确定正式课程的内容符合客户需要的案例分析和其他特殊培训需求。
第一个实验班的课程为强化课程。根据实验班的反馈，与 LLA讨论商定正式课程内容后开课。
第一批参加课程前十天完成
360度评估第一批参加两天课程，包括
360评估分析其他学员根据公司的时间安排参加课程实验班应由中层管理人员组成。而全面开展培训后，由所有管理层参加。可从中获得数据和信息，
制定专为高层管理人员参加的课程版本。
高管层课前 10
天完成影响力
360度评估
360度评估成为公司人事绩效评估的重要组成部分。
可根据客户需要给予咨询高管层参加 1天课程：影响力和 360度分析
360度评估分析，
可根据管理层需要给予个别咨询
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