Preserving capacity, General Tom Lawson, Chief of the Defence Staff, Keys to Canadian SAR
Issue link: http://vanguardcanada.uberflip.com/i/304887
P PROjECT MANAGEMENT economic growth. The strategy places a new emphasis on weight- ed and rated value propositions, key industrial capabilities, greater export opportunities, earlier industry engagement and identifica- tion of technological benefits to Canada. Just how that will affect project management remains to be seen. "What I take away is that we will probably have to adjust some of our courses, particularly on the contextual side, because of how those relate to how the government does business," Bramwell said. "There won't be any changes in the PMCD structure, but it might require additional courses or revised courses, and perhaps some new skill sets." 14 APRIL/MAY 2014 www.vanguardcanada.com By the end of 2015, all current project managers should have designated PMCD levels and the initiative will be well underway incorporating the next cadre of managers to steer the Canadian Armed Forces' procurement mission. There is, however, one small wrinkle. With advanced project management in high demand across the public and private sectors, DND could become a victim of its own success. It's a risk Bram- well is happy to take. "If we actually get to the stage where people are publicly saying they are trying to swipe our people because of PMCD, I will feel I have achieved something." A culture of project mAnAgement In February, Craig Killough, vice president of the Project Management Institute, delivered a keynote address on strategy execution to Canadian Government Executive magazine's annual Leadership Summit. DND has drawn from PMI to develop its new Project Management Competency Development initiative (PMCD). He spoke with Vanguard about the changing role of project management. Q At a time when budgets are tight and resources are limited, how can project management help? [PM] is about being more organized, be- ing able to complete your work in a more effective and cost-effective manner. It makes things more transparent, more vis- ible, and actually brings problems to the surface quicker than otherwise if you are properly managing the project. Q You have said good project management can save up to 11 percent? Our research indicates that, on the aver- age, $109 million of every billion dollars invested is wasted in the management of projects and programs. We need to get better. Imagine if we could make that 11 percent available across the board on all projects? You'd be able to allocate resourc- es in more effective areas, take on more work, and maybe accomplish those things that were on the backburner. Q And leaders at the highest levels in the organization need to make it clear that this matters and is measured? Why are we always able to do [large events like the Olympics]? Why 10 years from now does the flame get ignited and the Games start on the day they said it would? It's about stakeholder management, com- mitment on the part of the senior execu- tives and responsible officers in the govern- ment – it goes to the top. Q What are the largest challenges for defence project management? It is primarily stakeholder management. There is a multiplicity of stakeholders that all want their little tweaks, customizations. There is also management of risk based on issues such as scaling back, modifying or changing procurements in midstream. [And then] there is the ability to align stra- tegic initiatives and the business plan, espe- cially in these multinational projects [like] the Joint Strike Fighter. We find the break- down [happens] when we have complexity of stakeholders. Q Does PMCD help better manage that complexity? [PMCD] is a very good example of recog- nizing the [importance] of the competen- cies of the individual before he or she is as- signed to a project, so a project manager doesn't get assigned to complex project A until they have qualification A. The De- partment of Veterans Affairs in the U.S. has been significantly more effective in acquisi- tion management by incorporating a cul- ture of project management, to the point where a recent Government Accounting Office audit ...documented savings of $254 million a year, because they managed these acquisitions much more effectively. Q Is this also being demanded of industry partners? You are seeing this permeate into acquisi- tion reform. [Government procurement agencies] are becoming much more ag- gressive in stipulating in documentation the requirements of the project manage- ment capability of the people who are go- ing to be placed on this scope of work. Q Given decreases in government resources, including HR, is there a P3 opportunity here? Across the globe we are seeing the re- emergence of the consideration for P3. Everywhere we go from Australia to India, to Europe and the U.S., people are talking P3. We went through that initial flurry in the '80s and had some real disasters, and I think people have learned from that. Q What advice would you give a mid-level manager or leader? Spend a lot of time in understanding and preparing your people to work effectively within the framework you are provided. You are responsible for enabling them. So strive to take away all the unnecessary things, stop doing things you don't need to be doing, and don't encumber them with unnecessary tasks.