Linking Strategy to Execution Through Project Management, Team Leadership and Project Governance

1. Rob Allen
www.robertwalterallen.com
Linking Strategy to Execution Through
Project Teamwork and Governance

2. • Project management is the application of knowledge, skills, tools, and
techniques to project activities to meet the project requirements
• A project manager (PM) skillset should meet some minimum standard or
certification
• However, resources are often “tagged” as a project manager (of a project)
without a strong background in PM knowledge, skills, tools, and
techniques
• Also, cross-functional team members may not be provided to work with
the PM on the project
Project Management
How do we enable project management &
execution within a functional area?

3. • One way to enable teamwork is to identify a resource as a core team
leader (CTL) as the team lead for the project
- CTL is a direct report to the project sponsor, and in the product or process
area targeted for improvement
• Accordingly, an experienced PM partners with a CTL & cross-functional
team
• Also, PM continuously improves the discipline of managing projects
and/or various other disciplines (Lean Product Development, DFSS,
Lean, Lean Sigma, etc..)
- A PM with a Lean Sigma background can be leveraged through this model
Core Team Leadership ↔ Project Management
Project Management Excellence and
Teamwork Ensures Project Results

4. Project Management ↔ Core Team Leadership
Recall the various disciplines for product
or service development and process
improvement …
Product
Development
Engineering
Operations
Quality
IT
Supply Chain
Finance
Customer
Value
Requirements
Management
Lean
Six
Sigma
Lean Product
Development
Design
for Lean
Design
to Cost
Supply Chain,
IT
Design for Six
Sigma, DFx
Product
Management
Corresponding functional groups
might be as follows (varies for
each company)…
Product or Service
Development
Process Improvement
Service
Development
Engineering
Project Management (PM) Project Core Team Leaders (CTLs)
(reside in functional areas)

5. Linking Strategy to Execution Through Core Teams
VP
Operations
Director,
Operations
Execute & Improve
Operational Processes
Core Team
Leader *
Functional
Manager
Direct & manage
operational processes &
resources, process
metrics & ownership.
Ongoing monitoring and
execution of operational
performance, establish
improvement strategies
Director,
Enterprise PMO
Project
Manager, BB
Direct & manage the
application of tools &
methodologies. Ensure
effective partnerships
with CTLs.
Own the process of
project governance &
management (and
ownership of any other
improvement discipline)
STRATEGY
EXECUTION
Execute & Improve
Project Management,
Lean Six Sigma, or
any discipline
PM
CTL
Project Management ↔ Core Team Leadership
* plus other cross-functional
team members
(Quality, Engineering, etc…)
Core Team
President, CEO
(example
within
Operations)
Example:

6. CTL ↔ PM Partnership
Core Team Leaders generally
report to functional leadership
(project sponsors)
Core Team Leader (CTL)
 Leads the core team in completing project deliverables and actions
 Coordinates with sponsors, functional managers and team members
 Presents project status to the steering committee
Project Manager (PM)
 Applies and coaches project management methodologies
 Identifies project scope, actions & resource needs
 Creates and maintains the project plan & schedule
 Assists core team leader in managing the plan, facilitates
core team meetings, workshops and kaizen events
Core Team Member (CTM)
 Executes assigned tasks and activities relevant to their function
 Participates in core team meetings
 Maintains linkages to functional organizations
 Coordinates extended team member activities
CTL
PM
Operations
Engineering
Finance
Quality
Supply
ChainIT
* core team members depend on the project

7. Project Management “Multi-Role”
A good Project Manager / Lean Sigma Black Belt can partner with
several core teams and provide additional collaborative problem
solving and analytical tools
…this is also a growth opportunity for CTLs to learn project
management and/or lean sigma
PM / BB
CTL1 CTL2 CTL3 CTL4

8. Project Competencies also include Governance
0
10
20
30
40
50
60
70
80
90
100
Simple Low
Complexity
Complicated Moderate
Complexity
High
Complexity
%
Complexity Level vs. Competency Requirements
Lead
Govern
Manage
How do we enable project governance?
Almost all projects require some level of leadership, governance and
management

9. Project Sponsors,
Functional Managers
Core & Extended
Team Members
Staff project core teams
CTMs complete project
tasks & deliverables per
project schedule
Functional excellence &
project resources
Core Team Leader (CTL)
& Team Members
CTL
PM
Steering Committee Reviews
• Review project portfolio & metrics
• Review execution to project plans
• Communicate team recommendations
Steering Committee
Project Governance through Steering Committee
Project Status Updates (as project is executed)
• Identify constraints
• Identify recommendations to the steering committee
CTL
PM
Steering committee gets direct
visibility into project progress

10. Benefits of CTL / PM & Project Governance
• The CTL is embedded in the process area ultimately benefiting from the project(s)
• A CTL reporting to process area functional manager is more likely to succeed
• Core team meetings attendance can be limited to core team members (who can
delegate work to extended team members)
• Helps establish a teamwork culture (including steering committee)
• A growth opportunity for all core team members
• The PM/BB can support multiple projects as a facilitator and enabler of tools &
training and improvement of skillsets
• The PM/BB can provide more (or less) help to CTLs as needed
• The enterprise PMO can manage project governance, maintain project history
files, lessons learned, re-use templates & artifacts thereby enabling lean project
management

11. - A tailored approach can be provided for any given strategy,
organizational structure or focus area
- Structured approaches will improve project governance, critical thinking,
teamwork and product and process quality
- Using tools and methodologies in addition to project management will
speed things up and enable a more efficient enterprise
MORE INFORMATION:
Follow-up with any questions you might have at
rob@robertwalterallen.com
Rob Allen
www.robertwalterallen.com
Summary