PMUni Workshop 2/13 Corporate Governance of the Process & Project-oriented Company Roland Gareis Veszprem, Univer

1. PMUni Workshop 2/13 Corporate Governance of the Process & Project-oriented CompanyRoland GareisVeszprem, University of PannoniaOctober 5th, 2013

2. Objectives • Objectives: Informingabout … • themodeloftheprocess & project-orientedcompany • thecorporategovernanceconcept • ideasaboutcorporategovernanceforthe management oftemporaryorganizations • therelationshipbetweencorporategovernanceand an integrated management approach • Non-objectives: Informingabout … • process, project, change management

3. Context • Research Project: Corporate Governanceoftheprocess & project-orientedcompany • PhDthesisby Renata Mosoci, WU Vienna • Supervisors: Roland Gareis and Ralf Müller • Research question: Howcancorporategovernanceimprovethe management qualityoftheproject-orientedcompany? • Book editedby Laurence Lecoeuvre, tobepublishedbyGower • Book chapter: The performanceofprojectsandproject management: Sustainabledelivery in project-intensive company • Case studyworkbyRGCresearch • Presentationcontributingtothe happy projects‘14: One Management

4. Overview • The process & project-oriented company • Corporate governanceconcept • Corporate governanceforthemanagement oftemporaryorganizations • Corporate governanceand an integrated management approach • Conclusion

5. RGC ProcessMap & Projects Clients Primary Processes Selling an in-house service Selling a seminar, coaching Performing an event Performing a consulting contract Selling a product Performing a seminar, coaching Performing a research assignment Secondary Processes Procuring a service, material Developing a service, product Managing the infrastructure Managing finances, controlling Developing the organisation Managing the personnel Managing stakeholder relationships Marketing/ PR Tertiary Processes Strategic management Operational management Porject portfolio management Change management Process management Project and program management Knowledge management Management ofsustainable development

6. Process & Project-oriented Company: Organization Chart Management Board BusinessUnit B BusinessUnit C BusinessUnit A Department Department Department Department Department Department PcM/PMOffice ExpertPool 1 ExpertPool 3 ProcessManagers ExpertPool 2 ExpertPool 4 ProjectManagers ProjectPortfolioGroup Projects,Programs Projects,Programs Projects,Programs

7. Clusters ofProjects Relationshipsbetweenprojects Clusters ofprojects

8. coMATURE Project management Processmanagement Programmanagement Assurance ofthemanagement qualityof a projectorprogram Personnelmanagement Organisational design Initiation of a projectorprogram Project portfolipcoordination andnetworkingbetweenprojects

9. Organizational Fit Model Strategy: Management by Projects Process & Project-orientedCompany Structures: Permanent andTemporary Culture:New Management Paradigm

10. Process & Project-oriented Company: Definition • A company which … • defines processes holistically and applies process management formally • uses projects & programs as temporary organizations for the performance of relatively unique processes of medium and large scope • applies “Management by Projects” as an organization strategy • considers processes, projects & programs, the project portfolio and networks of projects as management objects • has Management Offices and a Project Portfolio Group as integrative organization structures • provides corporate governance for process, project & program, and project portfolio management • has employees with competences in process, project & program, and project portfolio management • applies a “new” management paradigm

11. Overview • The process & project-oriented company • Corporate governanceconcept • Corporate governanceforthemanagement oftemporaryorganizations • Corporate governanceand an integrated management approach • Conclusion

12. Corporate Governance: Definition (OECD, 2004) • CG involves a set of relationships between a company’s management, its board, its shareholders and other stakeholders. • CG provides the structure through which the objectives of the company are set, and the means of attaining those objectives and monitoring performance are determined.

13. Corporate Governance: Objective, Tasks, Results • CG objective is to achieve … • transparent structures and repeatable processes • CG tasks are to define … • the objectives of the organization • the means of obtaining those objectives • the means of monitoring the performance of processes • the relationships between management and stakeholders • CG results are … • high level rules and regulations • which are relating to all identity dimensions of an organization, and not just to the financials

14. Identity Dimensions of an Organization Stakeholder Contexts • Structures of the organization • Objectives, strategies • Services, products • Technologies • Organizational structures • Organization culture • Personnel • Infrastructure • Budget, financing • Contexts of the organization • Higher social system • Stakeholders • History and expectations about the future Structures Stakeholderrelation Stakeholder

15. Corporate Governance: General Examples • Objectives, strategies, values • Processes, methods, and rules about how objectives, strategies, and values are to be planned, communicated and controlled • Definition of overall objectives, strategies, and values • Services, products • Rules about which services to be provided for which markets • Processes, methods, and rules about the delivery of the services and products to different markets • Organizational structures • Processes, methods, and rules about how role descriptions, organization charts are developed • Important role descriptions and organization charts • Rules about how processes to be documented • Important process documentations • ….

16. Corporate Governance: Characteristics • Implicit vs explicit, values vscompany rules • Complain and explain vs complain and penalize • Relating to the principles of sustainable development, e.g.transparency, accountability, responsibility, fairness (Aras & Crowther, 2010) • Regular reviews to maintain effectiveness and benefit • Managing is not governing

17. Overview • The process & project-oriented company • Corporate governanceconcept • Corporate governanceforthemanagement oftemporaryorganizations • Corporate governanceand an integrated management approach • Conclusion

18. Hypotheses: Objects of Consideration for Corporate Governance • CG in the process & project-oriented company relates to the company overall. This includes the governance of the management of temporary organizations and of the project portfolio. • Specific objects of consideration of CG of the process & project-oriented company are • its specific objectives, strategies, and values • its specific processes, namely project initiation, project management, program management, and project portfolio coordination • its specific organizations, namely projects, programs, the PcMO, the PMO and the Project Portfolio Group • its specific roles, namely process managers, project/program sponsors, project/program managers, and project/program teams

19. Hypotheses: Objectives of CG of the Process & Project-oriented Company • CG improves the management quality of the process & project-oriented company, including the management quality of its projects and programs. • Sustainable development principles are implemented by CG.

20. Hypotheses: Implementing, further Developing, and Controlling CG • The PMO and the PcMO contribute to implementing, further developing, and controlling the CG of the process & project-oriented company. • Stakeholders are involved in implementing, further developing, and controlling CG in the process & project-oriented company. • Regular audits/health checks ensure the compliance of the process & project-oriented company with its CG.

21. Guideline: Project & Program Management (Example) 1. Introduction 2. Definitions 2.1 Definition: Small project, project, program 2.2 Definition: Project discontinuities - crisis, chance 2.3 Definition: Project andprogram management 2.4. Project andprogramtypes 3. Project management process 3.1 Project management: Objectives, structure 3.2 Project starting: Objectives, structure 3.3 Project coordinating: Objectives, structure 3.4 Project controlling: Objectives, structure 3.5 Project transforming, re-positioning: Objectives, structure 3.6 Project closing: Objectives, structure 4. Project organization 4.1 Project organizationchart 4.2 Project rolesandprojectcommunicationstructures 4.3 Project values 4.4 Project management methodsandtemplates 5. Program management process 5.1 …..

22. Project Organization Chart: Standard (Example) Project Organisation Project contributor Project contributor Project contributor Project contributor Project team member Project team member Subteam 2 Subteam 1 Project Team Project manager Project contibutor Project sponsor

23. Project Management Methods (Example)

24. Guideline: Project Portfolio Management (Example) 1. Introduction 2. Definitions: 2.1 Definition: Project portfolio, networkofprojects 2.2 Definition: Investment 2.3 Definition: Project portfolio management 3. Project initiationprocess 3.1 Objectives, structureoftheprocess 3.2 Project initiationroles 3.3 Project initiationmethodsandtemplates 4. Project portfoliocoordinationprocess 4.1 Objectives, structureoftheprocess 4.2 Project initiationroles 4.3 Project initiationmethodsandtemplates 5. Networking ofprojectsprocess 5.1 Objectives, structureoftheprocess 5.2 Project initiationroles 5.3 Project initiationmethodsandtemplates

25. Project Initiation Process Economic, ecologic & socialimpacts Short, mid & long-term impacts Project defining Project proposal preparing Project portfolioanalyzing Project deciding Start End no yes Project assigning End Local, regional,& global impacts Stakeholder & riskorientation

26. Role Description: Project Portfolio Group (Example)

27. Project Portfolio Score Card (Example)

28. CG Roles in the Process & Project-oriented Company • Board ofDirectors • The Board ofDirectorsdecidesaboutthe GC structuresregardingprocess, project & program, andprojectportfolio management • Process Management Office (PcMO) • Developsprocess management guidelines (includingtemplates) • Supports thedocumentationofsingleprocesses • Project Management Office (PMO) • Auditors • Not a CG Role: Project Sponsor • A Project Sponsor has a content-relatedinterest in theproject • The Project Sponsor performs a management role in theproject

29. CG Role of the PMO • Providing guidelines (includingtemplates) for… • projectandprogrammanagement • projectandprogramconsultingandauditing • projectportfoliomanagement • Providing standardprojectplans • Providing softwarefor • projectandprogrammanagement • projectportfolio management • Communicatingthe CG structuresby … • providingbrochures, newsletters, maintaining a PMO homepage, etc. • organizingevents, e.g. projectvernissages • Controlling thecomplianceofthe CG structuresby regular audits/reviews • Not: Controlling projects

30. Overview • The process & project-oriented company • Corporate governanceconcept • Corporate governanceforthemanagement oftemporaryorganizations • Corporate governanceand an integrated management approach • Conclusion

31. Competing Management Approaches • Process, project, and change management as well as business analysis are considered as distinct management approaches, which require specific roles, methods and terminologies. • On the one hand a differentiation between these approaches provides orientation, on the other hand in their practical application these approaches often need to be combined. • In companiessometimes parallel guidelinesandcompetingorganizationsbeingresponsiblefortheseguidelines, such as a Quality Management Department, a PM Office andPcMOffice, a Change Management Department, etc., exist. • The integration of process, project, and change management as well as business analysis, in order to contribute to the management quality of the company, is a CG function.

32. Business Analysis Body of Knowledge Guide

33. Change, Processes, Projects, and Business Analysis Change Stabilization Implementation Conception Feasibility Study VisionStatement BusinessRequirementsDocuments Technical DesignSpecifications Project Plan:Concep-tion Project Plan:Study ProjectPlan:Stabili-zation Project Plan:Implemen-tation

34. ONE Management • Common methods and a common terminology for process, project, and change management as well as business analysis contribute to the management quality of the process & project-oriented company. • An integrated Management Office assures appropriate CG structures for the process & project-oriented company. It contributes to sustainable process, project and change management. It contributes indirectly to sustainable processes, projects, changes and business solutions. • Common values considering the principles of sustainable development can be applied to all management approaches. • Change owners, change managers, and change agents require process, project and change management as well as business analysis competences. • Process, project and change manager as well as business analysts require common values as a basis for their efficient cooperation.

35. Overview • The process & project-oriented company • Corporate governanceconcept • Corporate governanceforthemanagement oftemporaryorganizations • Corporate governanceand an integrated management approach • Conclusion

36. Resume: Corporate Governance • CG is not management • CG providesstructuresfor management • The CG responsibilityis different fromthe management responsibility • CG isvalues-based • Principlesofsustainabledevelopmentare a basisfor CG • CG isholistic • CG integrates different management approaches • CG provides … • holisticgoverningstructures, i.e. forthecompanyoverall, includingsingleorganizationsof a company • permanent, midtolong-term and not temporary, short-term governingstructures

37. Resume: CG oftheProcess & Project-oriented Company • CG oftheprocess& project-orientedcompanyhasspecificobjectsofconsideration. • Specific GC objectives in theprocess & project-orientedcompanyaretodefinehowprocess, projectandprojectportfolio management istobeperformed. • …and not to do process, projectorprojectportfolio management • The governingstructuresforprocess, projectandprojectportfolio management aswellasbusinessanalysishavetobeintegrated. • An integrated Management Office canprovide CG servicesfortheprocess & project-orientedcompany.

38. Thereisno Project Governance! • Todefinehowprojectsandprogramsaretobemanagedgenerallyis a CG function. • thisisdefinedat a genericleveland not for a singleproject • Single projects (andprograms) aretobemanagedand not governed. • thisapplies also toprojects (andprograms) with multiple owners • The lack ofunderstandingandperformingtheprojectsponsorroleappropriatelycannotbecompensatedby „projectgovernance“

40. Happy Projects!Roland Gareis, www.rolandgareis.com