Читать книгу The Red Pill Executive - Tony Gruebl - Страница 14

Consider the Sydney Opera House which took 15 years to build and ended up 14 times over budget. That structure has a global reputation as an engineering masterpiece. Can we call it a failure? The Opera House is a great example to show that the triple constraints of time, cost, and scope are not the only criteria to determine success. Other criteria come into play.²¹

After years of research, we found a hidden marker in every project. Whether or not the Operations Executive or project manager is aware of them, each initiative has an additional objective besides completing the task: adding value to the business.

Yet, most operations teams, both ad hoc and PMO, ignore the importance of Business Value. Only half of survey responders said their PMO includes Business Value in any reports. Less than a third had objective analysis to quantify their Business Value.²²

“Each project has an additional objective besides completing the task: adding value to the business.”

According to “The State of the PMO 2010”:

In our experience, not everyone measures business value. But of those in this research that do, 31% report a decrease in failed projects, 30% report projects delivered under budget; 21% report improvements in productivity; 19% report projects delivered ahead of schedule and 17% report cost savings … an average of US $567,000 per project.²³

Red pill Operations Executives consistently keep Business Value in front of their teams. Success involves much more than meeting the requirements of The Triple Constraint Model—time, budget, and performance (also known as “The Iron Triangle” because of its rigidity). However, only those who swallow the red pill can see that.

To meet both goals—completing the task and adding value to the business—Red Pill operators take ownership to a new level. They view each new project as an entrepreneurial endeavor, and they are in it to win it.

They fill their team with people who can fix problems, improve their business at many levels, and get projects done effectively. No more wasted time and money on initiatives that should never happen or that fail because they weren’t properly developed or executed.

They get clear on every objective, take charge, and create a plan that gets the job done with real world results. They lead their team into battle fully loaded and hyper-ready.

No more ticking off check boxes and idling, waiting for 5:00.

No more passing the buck or saying, “It’s not my problem.”

No more jaded apathy.

When they take the red pill, their eyes open wide. These leaders aren’t in this position to fill a cubicle. They’re here to get stuff done. Initiatives exist to produce Business Value.

These operators go into Value Capture Mode and make decisions with value as their primary criteria. They understand the project’s strategic implications for reaching the company’s mission and help everyone involved to keep their eye on the ball. As new information comes in, the scope and constraints of the project shift like an underwater plant, rooted in the ground but swaying with the currents.

“Initiatives exist to produce Business Value.”

Now the project aligns with broader company goals. That’s the sweet spot where success happens. It’s quantifiable and repeatable. It’s a game changer and career maker.

However, make no mistake. Taking the red pill is not for the fainthearted.

Taking the red pill means full out commitment. Taking the red pill means you pull off the gloves and get your hands dirty. Taking the red pill means you kick butt and take names.

We’re here to show you how.