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Presentation done at the Swiss PMI Chapter the 13th June in Lausanne.

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1. 1. www.management30.comSwiss PMI Chapterversion 1.00
2. 2. What  is  the  optimal  group  size?  Swiss PMI Chapter 20132
3. 3. What  is  the  optimal  group  size?  ﬁve  plus  or  minus  two  http://en.wikipedia.org/wiki/The_Magical_Number_Seven,_Plus_or_Minus_TwoSwiss PMI Chapter 20133
4. 4. What  is  the  optimal  group  size?  5,  15  and  150  http://www.cognitive-edge.com/blogs/dave/2006/12/logn_0093_3389_logcr_1_r20764.phpSwiss PMI Chapter 20134
5. 5. What  is  the  optimal  group  size?  anything  up  to  20,  except  8  http://www.newscientist.com/article/mg20126901.300-explaining-the-curse-of-work.htmlSwiss PMI Chapter 20135
6. 6. What  is  the  optimal  group  size?  four  point  six  http://www.amazon.com/Leading-Teams-Setting-Stage-Performances/dp/1578513332/Swiss PMI Chapter 20136
7. 7. What  is  the  optimal  group  size?  The best size for a team is betweenthree and seven, preferably five.  http://www.amazon.com/Favorite-Pfeiffer-Essential-Resources-Professionals/dp/0787981990/Swiss PMI Chapter 20137
8. 8. Swiss PMI Chapter 20138
9. 9. Swiss PMI Chapter 20139
10. 10. Swiss PMI Chapter 201310
11. 11. Swiss PMI Chapter 201311Tribe TribeTribe between 20 to 150 PersonsTribe of Tribe
12. 12. Swiss PMI Chapter 201312
13. 13. Alexandre Cuva•  CIO for a Swiss Financial Company•  Agile Transition Coach, Scrum Master, Product Owner•  Management 3.0 & Certified Scrum Developer Trainer•  Event speaker•  Hermes Swiss Project Team Professional•  ITIL V3“I coach teams and organization to become highly productive.”E-mail : alexandre.cuva@gmail.comhttp://www.slideshare.net/GTorontoCulture Transition CoachSwiss PMI Chapter 201313
14. 14. Source from Ken LumSwiss PMI Chapter 201314
15. 15. Swiss PMI Chapter 201315
16. 16. Swiss PMI Chapter 201316
17. 17. Hue, ancient Vietnam imperial palace : http://www.travelloops.comFor thousand years, we were ruled from aCentral AuthoritySwiss PMI Chapter 201317
18. 18. Self-organization is thedefault behaviorin complex adaptive systemsSwiss PMI Chapter 201318
19. 19. Ho Chi Minh City is a is a complex adaptive system (CAS),because it consists of parts (people) that form a system (city),which shows complex behavior while it keeps adapting to achanging environment.Swiss PMI Chapter 201319
20. 20. A team is a Complex Adaptive System (CAD)Sources : http://rafrogblogus.wordpress.com/2012/10/11/inside-the-nescafe-plan-in-vietnam/Swiss PMI Chapter 201320
21. 21. Sources : http://rafrogblogus.wordpress.com/2012/10/11/inside-the-nescafe-plan-in-vietnam/Managers are ordinary people with special powerSwiss PMI Chapter 201321
23. 23. http://www.rework365.com/232%25%49%22%2%
24. 24. Tribal Leadership verse Schneider Model24http://www.bigvisible.com/2012/06/organizational-culture-a-map-or-a-maturity-model/My LifeSucks!I’m Great!We areGreat!Life isGreat!
25. 25. http://www.angelesarrien.com/index.php/four-fold-way/25WarriorTeacher VisionaryHealerFour-Fold Way
26. 26. Swiss PMI Chapter 201326
27. 27. Swiss PMI Chapter 201327
28. 28. 1.  Tell:  make  decision  as  the  manager  2.  Sell:  convince  people  about  decision  3.  Consult:  get  input  from  team  before  decision  4.  Agree:  make  decision  together  with  team  5.  Advise:  inﬂuence  decision  made  by  the  team  6.  Inquire:  ask  feedback  after  decision  by  team  7.  Delegate:  no  inﬂuence,  let  team  work  it  out  The Seven Levels of Authority28Swiss PMI Chapter 2013
29. 29. Managers are like leaders, they defines constraints, theemployees defines the rulesSwiss PMI Chapter 201329
30. 30. Managers need to share their objectivesSwiss PMI Chapter 201330
31. 31. Teams need to have an identity to identify their selfSwiss PMI Chapter 201331
32. 32. Swiss PMI Chapter 201332
33. 33. Managers need to found way so they employees learnSwiss PMI Chapter 201333
34. 34. Management3.034
35. 35. Référence•  Ariely, Dan. predictably irrational: the Hidden Forces that Shape our Decisions. new york: Harper perennial,2010. print.•  Bogsnes, Bjarte. implementing Beyond Budgeting: unlocking the performance potential. Hoboken, n.J: JohnWiley & Sons, 2009. print.•  Bomann, nikolaj. “Bonus Schemes Should Be Handled with care” <http://bit.ly/roavfl> pointbeing.net, 27June 2009. Web 3 January 2013.•  Boyd, e.D. “at ign, employees use a “Viral pay” System to Determine each other’s Bonuses” <http://bit.ly/11q83g7> Fast company, 16 December 2011. Web 3 January 2013.•  Fleming, nic. “the Bonus myth: How paying for results can Backfire” <http://bit.ly/fk7uXJ> newScientist,12 april 2011. Web 3 January 2013.•  Haidt, Jonathan. the Happiness Hypothesis: Finding modern truth in ancient Wisdom. new york: BasicBooks, 2006. print.•  Kohn, alfie. punished by rewards: the trouble with gold Stars, incentive plans, a’s, praise, and other Bribes.Boston, mass: Houghton mifflin co, 1999. print.•  Markowitz, eric. “3 Weird, game-changing Ways to make employees Happy” <http://bit.ly/Jqa1fj> inc.com,11 may 2012. Web 3 January 2013.•  Pink, Daniel. Drive: the Surprising truth about What motivates us. new york, ny: riverhead Books, 2009.print.•  Spolsky, Joel. “incentive pay considered Harmful” <http://bit.ly/11q4czh> Joel on Software, 3 april 2000.Web 3 January 2013.35Swiss PMI Chapter 2013
36. 36. QA  36
37. 37. Upcoming Events Romandie1er Symposium International en Business Analysis (IIBA) July 4th 2013Among the speaker : Kathleen Barret (President)Hotel Ramada Encore, GenèveChange Management Sept 12th 2013Speaker : Christian DeloesHotel Bristol, GenèveEmotional IntelligenceOct. 17th 2013Speaker: M. ReidiHotel Continental, Lausanne