,#,How,can,traditional,enterprise,face,the challenges,in the digital,era,(in,project,management),Des Smith,Oct 21,2018,How can traditional enterprise,1,Agenda,Objective,Introduction,Company overview,Traditional,vs,non-traditional enterprise,Challenges,Facing,the challenges,Examples,Closing,thoughts,Q,&A,Agenda Objective Company ove,2,Objective,To,share,my,knowledge,and experience,with,you,and,to,create,some,positive,thought-provoking,ideas,discussions,and learnings,to,take,with us,ObjectiveTo share my knowledge,3,5,Des,Smith,-Introduction,Graduated,from,University,of Leeds in,UK,25+,years,working/,living in,6,different,countries,Led multiple,projects,Project,Managers,global,projects,Main,focus operations needing,change,and,rapid growth,China,for,4,years,PM Director Asia,Pacific,PMP Certified,PMI-ACP,candidate,Hobbies fitness,football,art,travel,5Des Smith-Introduction Gra,4,How,many,of,you,:,Work,in“traditional”,enterprise,?,Are,involved,in Project Management,(PM),?,Work,with,a PM process?,Are,facing,challenges,in,PM,new,different,more,same old,ones?,Are,sometimes uncertain,or,frustrated,in PM,at,work?,How many of you:Work in“tr,5,Company,Overview,Company Overview,6,GKN Three Divisions,Employee:59,800,people,2017 Sales,10.4,bn,员工,59,800,人,2017,年销售额,104,亿英镑,GKN Three DivisionsEmployee:,7,GKN,Driveline,-Global,leader,50%,90%,No.1,of the worlds,cars,contain,GKN,technology,We,work,with nearly every,automotive,manufacturer,CVJ,&,AWD,eDrive,GKN Driveline-Global leader5,8,GKN Driveline,System,GKN Driveline System,9,Product,Evolution,Rapid,market,changes,we,go,from,“traditional”,machined,and,assembled,parts,to,systems,adding,electronics,and software,Product EvolutionRapid market,10,Traditional,vs,non-traditional,enterprise,Traditional vs non-traditional,11,Traditional,enterprises,typically,have,or,are,:,Non-Traditional,enterprises,typically,have,or,are,:,have,a short,history,fast,growing,Less stable,org,medium,to,long,term history,More,stable,org,IT/knowledge,oriented,manufacturing-oriented,new,org,structures,and,processes,fast,legacy-based,org,structures,and,processes,slow,younger generation,mobile,Relatively,longer serving,loyal,employees,Traditional enterprises typica,12,Challenges,Challenges,13,External Challenges(driven by,market,customers),Competition is,fiercer,than,ever,Price,pressure,Time,to,market,reducing,life,cycles,shorter,New,start,ups,new,customers,new partners,Technological,changing,at,breakneck speed,Customers,not knowing what they,want,or need,Customer expectations,higher,Globalisation,and,localization,VUCA,(volatile,uncertain complex ambiguous),External Challenges(driven by,14,Internal Challenges,(in addition,to,external),Organisation culture and policy,Which,PM process,tools,philosophies,to,use,Growing,“pains”-more,and,different,projects,Limited,resources such as people,money,materials,Coping,with documentation/duplication/audits/,gateways,Process,and,decision-making speed,Keeping employees satisfied,and motivated,Training,knowledge,expertise,what and,how?,Communication,Internal Challenges(in additi,15,How,to,Face,the Challenges,?,How to Face the Challenges?,16,Tips,Consider,switch,from,traditional,to,non-traditional,(strategic,agility),Benchmark,network,including,non-traditional,companies,Start,and,support,culture change,in your,enterprise,Recruit/train,people-change,leader,product expert,lean/agile thinking,Pilot,show and,communicate,the,“small,victories”,Document,&train,new,value-adding,WoW,/processes,Continuously,improve,look,at,new,value-driven indicators,Keep,learning,the,latest,trends and,best,practices,Maintain the PM basics well,and,better,Always,put,your,people,first,Tips Consider switch from tra,17,Potential,traps,Doing,nothing,new,same thing,and resisting,change,Thinking,there,is one standard PM solution out,there,Discarding,current PM process and sub-processes,Thinking,and acting,like,agile is a complete solution,Being afraid,of Agile,Lean,Kaizen,Unaware,of company,strategy,Worrying,and,stress,Potential traps Doing nothing,18,Examples,(of how,we,have,faced challenges),Examples,19,EXAMPLE 1:,Project,Management process,EXAMPLE 1:,20,“Hybrid”Project,Management,Strong,traditional,process,Over 160 tasks with,RACI,Overlapping,/parallel,phases,tasks,Project,Initiation,Use with,standards,and governance,Gantt and critical,path,Project,Planning,System,Development,Integration,of Agile,lean,Design,Validation,Process,Validation,Mass,Production,“Hybrid”Project Management S,21,EXAMPLE 2:,Portfolio,Management,EXAMPLE 2:,22,Portfolio Management,Multiple,“OT”,events,Feb,to,March,=risk,and,opportunity,Multiple,“OTOP”,events,Aug and,Sept,=risk,and,opportunity,Portfolio ManagementMultiple“,23,Portfolio Management,Uses and Benefits,Advanced,risk,(prevent,issues)and,opportunities(seize,them),Predict,roadblocks,in,time to,prevent,them(shield the project,teams),Multiple,project,and,wider,organisation benefits,Resource,planning,people,equipment,materials,money,knowledge,Visibility,reporting,communication,col