All change again!

My current assignment comes to an end in September.

I'm looking forward to a break, because the last two assignments have been a log slog and I've only had a week off all year.

This current assignment has been one of my most enjoyable, probably because the programme was in such a state when I arrived.

The end client had been promised a lot and had received little. The transformation part of the programme was roughly a year behind schedule, with no signs of delivering much in the near future.

Some people on the programme had to be replaced; they were either getting stale and jaded or they simply weren't up to the challenge.

In some cases, the developers had been asked to achieve the impossible, but it took a change of management for anyone to realise it was impossible and so change the way they were working.

Structurally, the organisation's business model did not lend itself to efficient delivery, because people were not necessarily incentivised to focus on one particular account.

The parlous state of the programme was hidden - not necessarily deliberately - because reporting was very subjective.

My first task was to make the reporting objective, based on the programme schedule. This turned most RAG reports red almost instantly, and people began to understand the scale of the problem. Then, we reorganised the way the account was set up, to incentivise people to focus on the one account.

I also replaced people in key positions, created a whole new programme management team below me and restructured the sub-programmes into outcomes-based projects in order to reduce complexity and risk.

Next, I mandated a better governance structure, based on MSP and PRINCE 2, and increased the size of the PMO. Programme and sub-programme boards were dramatically reduced in terms of the number of attendees so they became proper management forums instead of talking shops, and finally RAID management became effective.

All of this, of course, was done against a backdrop of commercial/contractual "discussions" with a somewhat unhappy and tense end-client.

Things are back on an even keel now, but it has become clear that the programme will take far longer to complete than was ever envisaged. Consequently, I've started replacing contract staff with FTEs to reduce burn rate.

With the programme in a far healthier state and on track to deliver, I can hand over to a permanent Programme Director and look for my next assignment - once I've played a bit of golf of course!

Two weeks with the Mac

Well, everyone who uses a Mac raved about them, so I decided to join them and see what the fuss ia about.

I bought an Apple MacBook Pro - the 13" for portability - and upgraded it to 8Gb of RAM and a 128Gb solid state hard drive. It flies like the wind!

The build quality is superb; far better than any PC I've ever owned.

I've deliberately opted to avoid using a Windows parallel system, and I've resisted the temptation to use Office for Mac.

I find that Apple Mail suits my email purposes just fine, and in place of Business Contacts Manager for Outlook I've bought Daylite, which is a very impressive CRM package for Mac, and it integrates perfectly with Apple Mail.

Instead of Office, I've installed NeoOffice (don't even get me started on how superb the Mac is for installing and uninstalling programs!) and it's great! It will open all my Word, Excel and PowerPoint files and contains all the functionality I need without the bloatedness of its Microsoft counterpart. It's also free, although you can make a donation, which seems only fair.

The only concession I've had to make in switching to a Mac is the loss of the ability to take handwritten notes as I did on my tablet. The input pen I bought to use with the Mac was very unimpressive. To get round that, I'm going to buy an iPad 2 to take notes on and integrate them with the MacBook.

All things considered I'm delighted I made the switch. The Mac boots up in 14 seconds, does what it's supposed to do - very  quickly - backs itself up to an external drive every hour without my even noticing, never crashes, needs no anti-virus software and defrags itself instantly every time I write to disc.

Am I smug? You bet I am!

Meanwhile, on the work front, it continues to be a fascinating environment to work in. It's the first time I've been involved in a brand new outsourcing site, and the amount of storming and forming has to be seen to be believed. Both sides of the equation are feeling their way. There are misunderstandings and dissatisfaction on both sides but people are doing their best to make it work.

Add to that the large offshore element of the work, and the fact that half a dozen companies are involved, and the whole thing is very challenging. At least there's never a dull moment. And of course, I get to come home to my Mac!

Never underestimate the importance of Stakeholder Engagement

I've always considered stakeholder engagement to be one of the primary skills I bring to the table on any assignment, which was why I volunteered to write the Stakeholder Management section of the upcoming revision of the Association for Project Management's Body of Knowledge.

Stakeholder engagement loomed large on each of the programme rescue assignments I undertook over the last five years, and it's playing a large part in my current role.

People are newly TUPE'd over to a new organisation, and so are understandably nervous and concerned for their futures, even though their futures can be very rosy in the new organisation if they embrace it.

The retained staff too are inevitably struggling to come to terms with the changes. There are new processes for them to learn, they can no longer "call in favours" from colleagues to cut the bureaucratic corners because those colleagues now need a Purchase Order, and some of the retained staff feel that the new outsourcing arrangement is a judgement on their past performance.

Add to the mix the fact that this is quite a political working environment and you can see why careful stakeholder engagement is so important.

Fortunately, I have an excellent programme sponsor, so, whilst my stakeholder engagement skills have brought most people on board with the new proposals, the sponsor's experience in dealing with one or two stragglers has been invaluable.

I'm always careful to remember that:

1. People must be won over
2. Logic alone won't do it
3. Neither will adhering slavishly to a methodology
4. Often the most sceptical once won over become the most evangelical.

Have a good day and keep that "Can do" attitude!

http://www.stevesyder.com