Challenges with Complex, Cross-Functional and Geographical ...

Challenges with Complex, Cross-Functional and Geographical Program Teams Stanford Advanced Project Management Certificate Program

1 © 2010 by Stanford Advanced Project Management. All rights reserved.

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Received email from IPS

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Saw it listed on Stanford/SCPD web site

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Mentioned during the recent SDRM webinar

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From a Co-worker

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Other 2 © 2010 by Stanford Advanced Project Management. All rights reserved.

Asking Questions


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Meet Today’s Speakers

Tim Wasserman

Dr. Behnam Tabrizi

John Warren

Paul Marca

Chief Learning Officer, IPS

Professor of Management Science and Engineering, Stanford University

Executive Director, Center of Excellence for Strategy Execution

Deputy Director, Stanford Center for Professional Development

Program Director Director, Stanford Advanced Project Management (SAPM) Certificate Program

Sr. VP Strategic Business Solutions, IPS


Challenges with Complex, Cross-Functional and Geographical Program Teams Our Agenda

1.

Challenges with Cross Cross-Functional Functional Teams

2.

Managing Interdependencies & Interfaces in Global, Complex, C Cross-Functional F ti l Teams T

3.

Learning g More

4.

Q&A 6 © 2010 by Stanford Advanced Project Management. All rights reserved.

Most cross cross-functional functional teams are dysfunctional


Most companies aren’t aren t aware of this problem


Outline

• Definitions • Research methods • 3 categories of dysfunction • Cross-Functional System Solution • Summary


Research Methods

• Study S d off 95 9 teams in i 2 25 organizations i i • Found that nearly 75% of cross-functional teams were dysfunctional • Teams studied chosen by a panel of consultants, academics, and industry experts


The irony is that cross cross-functional functional teams are the arteries of an Organization


3 Categories of Dysfunction

1. Governance issues 2 Cross-Functional 2. Cross Functional Functional issues 3. Cross-Functional Boundary issues


1 Governance issues 1.

• Definition: issues dealing with the senior management that may oversee the crosscross functional team • Examples: budgeting, bottlenecks, lack of accountability, no governance process


I Impact t off Governance G Support S t on New N XX Functional Project Success 80

Success Rate(%)

70

76

60 50 40 30 20 10 0

5 Poor

Project

19 Moderate

Strong

Top Management Support 14 © 2010 by Stanford Advanced Project Management. All rights reserved.

2 Cross-Functional 2. Cross Functional Functional issues

• Definition: each team member’s member s relation to their respective functions, and functional conflicts • Examples: functions not wanting to give up their best people, sending people with the wrong core competence, working in silos


IImpactt off Functional F ti l Support S t on X-Functional Project Success 80

S Success Rate(%)

70 71

60 50 40 30 20 10

21 8

0

Poor Project's Success

Moderate

Strong

Functional Support 16 © 2010 by Stanford Advanced Project Management. All rights reserved.

3 Cross-Functional 3. Cross Functional Boundary issues

• Definition: Problems that arise when a cross-functional cross functional team deals with horizontal boundaries • Examples: issues while working with interfaces: other teams, other divisions within the company, customers, vendors, or other organizations 17 © 2010 by Stanford Advanced Project Management. All rights reserved.

Cross-Functional Cross Functional System Solution (CFS)


CFS Structure Overview • View of the p project j determines each team’s focus & charter: • PGT focuses across projects

PGT

CFT

• CFT focuses on p project j as a whole • Functional teams execute within a project

• Size teams to match the scale of the project. • In small projects, CFT may execute manyy tasks.

Extended / Functional Teams

• Large projects may require larger CFT’s to accomplish their coordinating role 19

© 2010 by Stanford Advanced Project Management. All rights reserved.

Early Phase Focus

•Getting it right from the start

•Shift the sense of urgency


CFS – Six Si golden rules r les 1. All programs are managed as end-to-end projects. 2. Every project has an end-to-end accountable leader. 3. Cross-functional teams have the project’s business success as their only objective and individuals identify with the project not with their function. 4 All project plans are customer focused 4. focused. 5. Each project has a charter defining priorities, desired outcomes and timeframes. 6. The PGT’s and their team are responsible for project starts, stops and release to market, based on business needs.


Portfolio Governance Team (PGT)

Cross Project Man nagement

Project 1 Project 2 Project 3 • • • Project n Project Leader & Cross Functional Teams (Project Focus)

Marketing

H/R

Finance

Operations

Customer Advocacy

Logistics

PLM

PGT

Technology

Functional Management

Communicatio ons

The Organization

Cross Functional Management (Project Focus) 22


S Summary • Cross Cross-Functional Functional teams are the arteries of today’s today s organizations. • However However, these teams are dysfunctional in most organizations. • There are certain Governance structures and processes that best-in-class companies employ that could improve the effectiveness of your cross-functional f ti l teams. t


Challenges with Complex, Cross-Functional and Geographical Program Teams Our Agenda 1.

Challenges with Cross-Functional Teams

2.

Managing Interdependencies & Interfaces in Gl b l Complex, Global, C l Cross-Functional C F ti l Teams T

3.

Learning More

4.


Strategic Execution Framework (SEF) Who are you?

What is the context?

Wh Where are you going? i ?

What needs to be created?

Focus of Our Discussion

How will we build it?

How will you operate?


Leaders of large, complex programs spend time on… Planning g the Program g z Front-end z On-going, continuing

or Running the Program z Leading z Managing z “Doing g the work”

Successful programs require doing both of these well 26 © 2010 by Stanford Advanced Project Management. All rights reserved.

Thi requires… This i

understanding and appreciating the power of best practices for managing interfaces and interdependencies (I2)


Interdependencies / Interfaces (I2)…our focus Critical program-related I2 between / among the following: z Projects within a program, outside the program z Other programs p g z Functional groups z Vendors, contractors z Customers z Alliance members z Other…

That require the “delivery” delivery of some “thing” thing among the parties z Decisions z Plans z Products z Training z Software, code, etc. z Processes z Other…


Wh we are concerned… Why d

Risk for successfully executing complex global programs complex, is (interface management)


Th SAPM I2 Process The P

Planning 1. 2. 3. 4.

Identify I2 Review the overall program plan for gaps Identify and/or create additional I2s as needed Validate I2s z z z z

Owners O Content Target due date Relevant issues

5. Create I2 database for management & tracking 30 © 2010 by Stanford Advanced Project Management. All rights reserved.

Th SAPM I2 Process The P

Leading & Managing 1. Periodically review I2 database for changes and updates 2. Create additional I2s as needed 3. Publicly track critical I2s for the team to see and be aware of z

Create a culture of I2 Awareness

4. Learn / change / adapt continually


Questions to Ask About Complex Program I2s 1. Who develops / supplies the I2…the owner? 2 Does 2. D th the supplier li off th the I2 know k th role the l and d criticality of what they are supplying to the success of the program? p g 3. What is the “source” of the I2? z z z z

Inside the program? E t External l tto the th program but b t inside i id th the b business? i ? External to the organization? Vendor, contractor, alliance partner

4. Who uses the I2, needs the I2…the customer within the program? 5 In the program schedule 5. schedule, have you mapped those activities that depend on the I2? © 2010 by Stanford Advanced Project Management. All rights reserved.

32

Questions to Ask About Complex Program I2s 6. What are the key assumptions specific to this I2? 7. What are the risks to successful program completion specific to this I2? 8 If the criticality of I2 warrants, 8. warrants have you completed an Interface Definition Form? 9. How do you manage the critical I2s on your program? z z z

Visibility and to whom? How do theyy know it Level of update and review

10. Has the program manager or senior technical lead talked directly with the supplier of each critical I2? 33 © 2010 by Stanford Advanced Project Management. All rights reserved.

Key Points for Best Practice I2 Management z What are the I2s of interest? z Identify z Characterize z Prioritize

z Incorporate them in the program schedule? z Actively manage z Review z Adapt & evolve

z Learn and share


Tool: Interface definition form Customer organization

Customer contact

S Supplier li organization i ti

S Supplier li Owner O

Input description

Usage information Key parameters

Parameter values al es and completion criteria



Cross-Functional Dysfunctional

2.

Managing Interdependencies & Interfaces in Global, Complex Cross-Functional Teams Complex,

3.

Learning g More

4.


Stanford Center for Professional Development p Stanford University Curriculum and Research Academic P Programs

Professional Ed Education ti

Meeting education Degrees, g , Certificates, , Individual Courses

needs of technology professionals, managers and executives … to meet your education and schedule requirements


37

Stanford University and IPS have created education programs focused on improving strategic execution Stanford Advanced Project Management (SAPM) Program

• Directed by Professor Raymond Levitt, Civil and Environmental Engineering • Developed in partnership between SCPD and IP Solutions, LLC • Available online, at Stanford, and at your work • Meets the career-long education needs of professionals professionals, managers, and executives © 2010 by Stanford Advanced Project Management. All rights reserved.

38

Stanford Advanced Project Management Certificate Program

Learn how to: •

Strategically execute projects, programs and portfolios

•

Implement strategy through effective management of resources

•

Lead cross–functional teams in a global context

•

Manage change in a multi-dimensional environment

•

Improve productivity and profitability 39 © 2010 by Stanford Advanced Project Management. All rights reserved.

Earn your SAPM certificate Required courses: •

Converting Strategy into Action

•

Mastering the Project Portfolio

•

Leadership for Strategic Execution

Elective courses (select three): •Leveraging the Customer •Designing the Organization for Relationship Execution •Executing Complex Programs (new in 2010)

•Managing Global Initiatives

•Financial Mastery y for Projects j

g the Integrated g •Mastering Program

•Leading Change from the Middle •Leading Effective Teams

•Managing Without Authority

•Project Risk Management •The Strategic PMO: Projects to Enterprise


40

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At Work Courses can be offered at your workplace for your entire team and customized to your company.

For more information,, please p contact: Sarah Hughes, Client Services Manager http://apm.stanford.edu Toll-free: 1.866.802.1152 email: [email protected] 41 © 2010 by Stanford Advanced Project Management. All rights reserved.

2010 At Stanford Schedule Register by August 2nd and save $250! Pricing for on-campus courses (per co course) rse)

• Regular price: $2,600 • Early registration price: $2,340 * early registration for September ends August 2

F more information, For i f ti please l contact: t t Sarah Hughes, Client Relationship Manager Toll Free +1.866.802.1152 Outside the US +1.650.736.0539 1.650.736.0539 [email protected]


Poll 2: What is your level of interest in the SAPM certificate program? •

I am ready to sign up for courses and would like to talk to someone about it.

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I am interested primarily in on-campus courses but can’t make the September dates.

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I am interested in bringing the SAPM program in to my company.

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It’s not right for me – but I’ll recommend it to others.

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I am currently signed up for an on-campus, online and/or at work course.

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I’m not interested at this time.



Challenges with Cross-Functional Teams

2.

Managing Interdependencies & Interfaces in Global, Complex Cross-Functional Teams Complex,

3.

Learning More

4.


Q&A

Tim Wasserman

Dr. Behnam Tabrizi

John Warren

Paul Marca








Thank you for joining us today!

Tim Wasserman

Dr. Behnam Tabrizi

John Warren

Paul Marca








Printing Webinar Slides

Y may print You i t a PDF off the th individual slides. To do this, please select the Hando ts icon in the top Handouts navigation bar. This option will be available throughout the webinar. webinar

You may also print the slides to PDF by clicking on the “Print to PDF” icon located at the bottom of your screen. 47 © 2010 by Stanford Advanced Project Management. All rights reserved.

Thank You for Attending Today’s Webinar

Register g by y August g 2nd and save $250!

For more information, please contact: Sarah Hughes, Client Relationship Manager T ll F Toll Free +1 +1.866.802.1152 866 802 1152 Outside the US +1.650.736.0539 [email protected]
