Executing strategy using project-based work (PBW) involves varying levels and degrees of organization change. A recent IBM report on Making Change Work offers insights from an on-going IBM study on change. All of these are key elements of our Strategic Execution Framework (SEF) that serves as the foundation for the Stanford Advanced Project Management Program.

Even though just 41 percent of projects were described as successful, those with the highest project success rate (the top 20 percent of our sample) – we call them Change Masters – reported an 80 percent project success rate, nearly double that average. In sharp contrast, the bottom 20 percent of our sample – the group we describe as Change Novices – reported a disappointing project success rate of 8 percent. What accounts for these vastly different rates of project success? We found in our detailed analysis of study results that achieving project success does not hinge primarily on technology – instead, success depends largely on people. But what is more illuminating is the discovery that four common factors helped these practitioners address their greatest project challenges. When used in combination, these factors provided a synergistic benefit that was even greater than the sum of their individual impacts, resulting in higher rates of project success

• Real Insights, Real Actions. Strive for a full, realistic awareness and understanding of the upcoming chal­lenges and complexities, then follow with actions to address them.
• Solid Methods, Solid Benefits. Use a systematic approach to change that is focused on outcomes and closely aligned with formal project management
• Better Skills, Better Change. Leverage resources appropriately to demonstrate top management sponsorship, assign dedicated change managers and empower employees to enact change.
• Right Investment, Right Impact. Allocate the right amount for change management by understanding which types of investments can offer the best returns, in terms of greater project success.

Neglecting even one area can inhibit change excellence. Practical insights from the experience of Change Masters show that the most powerful approach is to take actions that address each of the diamond’s four facets and help guide the Enterprise of the Future in its quest to make change work.

Though many of us still use tools like MS Project for scheduling and managing our project-based work (PBW), there are open source alternatives such as OpenProj.  OpenProj is a free, open source desktop project management tool; available on Linux, Unix, Mac or Windows. OpenProj opens existing native MS Project files. OpenProj shares an advanced scheduling engine in the industry with Projects On Demand. The OpenProj solution includes Gantt Charts, Network Diagrams (PERT Charts), WBS and RBS charts, Earned Value costing and more.

Information Week provides a “rolling review” of Web 2.0 collaboration tools.  A recent post reviewed how PBwiki can be used for small projects.  This is part of a larger effort outlined below.  Provides insights on using Web 2.0 tools in project settings. (more…)

A recent post at Richard Florida’s Creative Class focused on the virtual workplace.  My clients are continually working to find ways to create, organize, and lead distributed teams.  This post offers an insight the leaders need to consider–unfortunately all are not as effective working remotely or “at home”

Ironically, the most effective telecommuters and home-based workers are those who are naturally great at connecting with people and intuitive, good communicators. This is one of the messages in Kate Lister and Tom Harnish’s new book, Undress for Success: The Naked Truth About Making Money at Home (John Wiley & Sons, 2009). Introverts tend to be less successful working from home.  Another key message is that slackers need not apply — successful home-based workers tend to be self-starters, highly motivated, and dedicated.

APPLICATIONS

• Those that are effective in groups are also the same ones that work well remotely.
• We do not always have the luxury to select who’s on the team; to the extent possible, select those with distributed team experience and the motivation to make the adjustments needed for a distributed teams to work.
• Create a virtual office for the team and use it as “the team’s office”; some teams actually stay on-line together in these “virtual offices” even though they are located in multiple global locations.