Project Success begins with the crucial role of Leadership Michael Carter, Public Sector Executive Advisor Former Chief Operating Officer, State Controller’s Office Jeff Hoye, Senior Leader-Organizational Strategy CPS HR Consulting December 9, 2015

Introductions Structure: Jeff will speak to “what’s supposed to happen.” (Textbook) While, Michael will translate to “what goes on in the real world.” (Reality) Michael J. Carter Public Sector Executive Advisor Former Chief Operating Officer, CA State Controller’s Office Jeffrey T. Hoye Senior Leader, Organizational Strategy CPS HR Consulting

Context for Today’s Presentation Our Focus: Project Leadership within large-scale / enterprise-wide efforts Our Belief: Project Leadership is a critical determinant for large-scale / enterprise wide efforts Our Intention: Bring more precision to the role of the Project Manager and Organizational Leadership-at-large

Roles & Responsibilities Project Management is about project completion. Project leadership is about project success. The traditional view has several traps to avoid PM and Project Leader (PL) Roles not mutually exclusive Vision unaligned with Core Functions Organizational Leaders may be unengaged (PM, PL, Functional Leads) Who is responsible for Enterprise Perspective? PM’s role in these environments?

Project Success Defined A well run project is one that produces its deliverables, comes in on time and under budget … Right? And can still fail…or result in sub-optimization Questions for the group: Anyone ever seen projects deemed successful that actually were not? Could this have been avoided? What is the PM or Project ”Leadership” to do then? The effective leader knows when it’s appropriate to stay the course” and follow project plans, and when to depart from plans because of changes in circumstances, requirements, or goals. More on project success as we continue with this presentation

Project Management vs. Project Leadership Project Management’s Focus: Measurable Objectives and Outcomes Directing what gets done Team structure Assigning Tasks Minimal flexibility Project Leadership’s Focus: Setting the vision aligned with measurable outcomes Influencing the right strategies to get done Broad perspectives Team synergies Motivating people Maximum adaptability

Project Management vs. Project Leadership Project Management’s Focus: Measurable Objectives and Outcomes Directing what gets done Team structure Assigning Tasks Minimal flexibility Project Management Leader: Project Management Leadership is an oxymoron – sets the stage for PM failure Centergistic Leadership is a better model with the PM at the nucleus (see next slide)

Project Management vs. Project Leadership Typical Project Structure Project Management Leadership

Project Management vs. Project Leadership Project Leadership’s Focus: Setting the vision aligned with measurable outcomes Influencing the right strategies to get done Broad perspectives Team synergies Motivating people Maximum adaptability Project Leadership Realities: Peter Drucker’s hierarchical model no longer works in this environment In the organization, the SME’s and the staff all report up to the Executive Sponsor and the Executive Team So how does a PM establish a working relationship with the “sponsor’s staff?

Project Management vs. Project Leadership Project Leadership’s Focus: Setting the vision aligned with measurable outcomes Influencing the right strategies to get done Broad perspectives Team synergies Motivating people Maximum adaptability Project Leadership imperatives: Vision clearly defined, understood and practiced Vision must be clear and meaningful Set the priorities Note the call for “maximum adaptability” (what does that mean to you?)

Top (3) Competencies for Project Leaders Visionary leaders versus detail-oriented manager Recognize when a broad, visionary perspective is appropriate, and when it’s time to dig into the details. (2) Technically savvy vs. interpersonally and politically astute Project success requires the project leader to adopt a cognitive perspective that attends to both political-interpersonal and technical dimensions. (3) Disciplined versus flexible While organizations such as PMI have greatly enhanced project communication and defined project process success, some take it too far. When circumstances or requirements or goals change, then adapt!

Project Success Considerations Project managers / Leaders ensure there is a vision, a plan and focus on priorities that need to get done, as well as aligning the proper governance and oversight necessary to deliver successful initiatives. Further Considerations include: 1. Need to assess organizational maturity / readiness for project success: Departments should be responsible for outcomes, not the CA DOT Department preparedness should be assessed differently – Can the departments demonstrate they “fully know” their business? Leadership models should be tested and fully vetted for effectiveness Current governmental structure doesn’t support Agile project methodology Adopt the synergistic leadership model (Centergistic Leadership!) models should be tested and fully vetted for effectiveness

Thank you for your Time! www.cpshr.us jhoye@cpshr.us 916-471-3109 Michael J. Carter Public Sector Executive Advisor Former Chief Operating Officer, CA State Controller’s Office Jeffrey T. Hoye Senior Leader, Organizational Strategy CPS HR Consulting www.cpshr.us jhoye@cpshr.us 916-471-3109