1. 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

2. 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

3. 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

4. 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?

5. 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

6. 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

7. 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)

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

9. 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?

10. 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?)

11. 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!

12. 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

13. 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