Leading executives, it seems, sometimes do too little about strategy implementation, do not apply the appropriate level of attention to such critical organisational change, and often relegate sponsorship and leadership to lower management; whilst they get on with their ‘day jobs’. This is further stressed but the fact that many organisations are facing rapidly changing and disruptive times, with an urgent need for each strategic decision to be based on fact and not hope. This presentation will explore this challenge, and consider the ways that a strategic PMO can influence this project success, be the custodians of strategic change, and perhaps keep those C-Level executives gainfully employed. All the above is based on Peter Taylor’s new and excitingly challenging book – How to Get Fired at the C-Level.

1. HOW TO GET FIRED AT
THE C-LEVEL
Why mismanaging change
is the biggest risk of all
Peter Taylor:
Global PMO leader and ‘The Lazy
Project Manager’

2. Mis-managing Change!
A four-year study by LeadershipIQ.com compiled the following results after interviewing 1,087 board members from 286
public, private, business and healthcare organizations that fired, or otherwise forced out, their chief executive.
0%
5%
10%
15%
20%
25%
30%
35%
Mis-managing change Tolerating low performers Ignoring customers Too much talk, not
enough action
Denying reality
Reasons why CEOs get fired

4. Perception – and the lack of data

6. True Portfolio Value (example)
• Portfolio Starting Value - belief

7. True Portfolio Value (example)
• Say Compliance is 40%
• Say Growth is 60%
• Cost impact of Compliance is 2:1
• Value add of Growth is 4:1

8. True Portfolio Value (example)
• Compliance is 40% (8m) @ 2:1 = 16m
• Growth is 60% (12m) @ 4:1 = 48m
• Starting Value = 20m

9. True Portfolio Value (example)
• Disruption say 20% of Total = 16.8m
• Failure Factor say 10% of Growth = 4.8m

10. True Portfolio Value (example)
• True Portfolio Value

16. We found…
85% of organisations had sponsors in place
83% of organisations don’t train/support/guide sponsors
100% of respondents believed that having a good sponsor
was key to project success
©2013 James, Rosenhead, Taylor – Strategies for Project Sponsorship (Management Concepts) May 2013

17. PMI’s Pulse of the Profession™
• ‘…that organizations with active project sponsors are
more likely to have better project outcomes…’
©2013 Project Management Institute, Inc. Pulse of the Profession™, March 2013.

18. Consider this…
• Meeting Project Goals
• +29% variance with good sponsorship in place
• Project Failure
• -13% variance without good project sponsorship in
place
©2013 Project Management Institute, Inc. Pulse of the Profession™, March 2013.

19. Back to that portfolio…
Portfolio* = 105,600,000
+29% = +30,624,000
-13% = -13,728,000
* True Portfolio Value

20. Perception – of C-level interest
Allocate Business
Case
Burn Business
Case
Spend Spend
Invest Business
Case
Project
Delivery
Business
Benefits

21. Power – of C-level interest

23. Perception – and project commitment
• Who thinks we need to change?

24. Perception – and project commitment
• Who thinks we need to change?
• Who wants change?

25. Perception – and project commitment
• Who thinks we need to change?
• Who wants change?
• Who wants to change?

28. PMIS
Roadmap The Tool(s) MS Project Social
Promotion
Community Marketing Success Stories Brand/Image
Performance
Global CSAT Engagement Profiling Dashboard
Process
Methodology Repository Resourcing One Company KISS Scalability
People
Skills Hiring On-boarding Career Path Vertical/Geo Opportunity
Image: Taylor, 2016
The ‘Balanced’ PMO

29. www.thelazyprojectmanager.com
peter.b.taylor@btinternet.com
follow me @thelazypm connect to me
Peter Taylor
Speaker: Author: Host