Представляем новую методологию управления сложными проектами - Project Management 2


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Какой должна быть новая методология управления проектами?

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Представляем новую методологию управления сложными проектами - Project Management 2

  1. 1. Introduction…….. • Three parts to today’s webinar: Nick • A view of the context we live inObolensky • The ICCPM • Insights into PM2.0 Context ICCPM PM2.0 1 © Nick@ComplexAdaptiveLeadership.com
  2. 2. Context ICCPM PM2.0 Changing times, radically changed context, stuck assumptions… Pace and extent of change Discontinuity Radical Military technology Communication technology Transportation technology Human awarenessSubstantial Leadership assumptionsIncremental Negligible Bifurcation Time 2000 BC 1000 BC Roman times 1000 AD 2000 AD Egyptians Greeks 2 Normans © Nick@ComplexAdaptiveLeadership.com
  3. 3. Context ICCPM PM2.0So where are the solutions….?? ~ 10% Top Middle Bottom 3 © Nick@ComplexAdaptiveLeadership.com
  4. 4. Context ICCPM PM2.0So how are organisations coping? The simple The complex 4 © Nick@ComplexAdaptiveLeadership.com
  5. 5. Context ICCPM PM2.0“From ‘power over’ to ‘power with’….” Process Team A Key output A Process Key output B Team B Re-engineer the processes Process Key output C Team C Process Key output D Team D STRATEGYOperations Finance Marketing HR Business team A Marketing support team Finance support team HR support team Leadership team Technology Business Business Logistics support support team D team C team TECHNOLOGY team PEOPLE 5 © Nick@ComplexAdaptiveLeadership.com
  6. 6. Context ICCPM PM2.0 ……can get messyA clean process……. KNOW WHAT YOU WANT (plus what will it need) Things MAKE A PLAN Change!CHANGE WHAT CHANGE HOW YOU WANT DO IT! YOU DO IT & ADAPT & IMPROVE MONITOR 6 © Nick@ComplexAdaptiveLeadership.com
  7. 7. Context ICCPM PM2.0 The ICCPM• www.ICCPM.com• Not-for-profit organisation working to advance knowledge and practice in the management and delivery of complex projects• Based in Australia, operating in APAC, USA and Europe• Wide network of practitioners and researchers 7 © Nick@ComplexAdaptiveLeadership.com
  8. 8. Context ICCPM PM2.0 “4 key aspects for leadership in complex situations…”• Managing relations and recognising divergent interests• Understanding human behaviour• Appreciating the importance of context• Identifying the impact of systemicityEmergence of wider approaches to training, learning and managing complexity e.g. NASA’s “Advanced Simulation Technique” and “Participatory Modelling” ZING technology and mass intervention techniques © Nick@ComplexAdaptiveLeadership.com
  9. 9. Context ICCPM PM2.0 ….a case of “both/and”……. Support & Challenge Answers down & Questions down Top Top A more dynamic approach Middle Middle Challenge Bottom Bottom Support && Questions up Answers up Oligarchy Traditional flow Polyarchy Traditional flow “à la Oligarchy” Questions and issues Answers and Questions and “à la Polyarchy” issues Answers and UP solutions DOWN DOWN solutions UP Ability to: Ability to: Ability to: Ability to: • Listen to judge • Talk and project • Question • Listen to • Analyse • Simplify • Coach understand • Prioritise • Plan • Challenge • Summarise • Link to strategy • Motivate and • Inquire • Support • Sympathise persuade • Empathise © Nick@ComplexAdaptiveLeadership.com
  10. 10. Context ICCPM PM2.0 Looking at decisions…… Yang Yin Decisions = Decisions =judged by outcome Judged by process Assumption = Assumption = Determinism Probability OUTCOME GOOD Good luck Just rewards Learn! Consolidate BAD Just deserts Bad luck Didn’t learn?? Learn! PROCESS BAD GOOD © Nick@ComplexAdaptiveLeadership.com
  11. 11. Context ICCPM PM2.0 Policy recommendations….• Develop the people skills, processes and technologies for continuous improvement in leadership skills in CPM• Develop, agree and institutionalise a set of CPM standards including contemporary periodic review • Traditional project management • Change management • Cognitive capability • Risk and opportunity management • Emotional Intelligence • Resilience • Leadership skills • Sustainability • Tactical tools • Simulation • Participation techniques • Narrative construction • Relationship management • Knowledge sharing • Governance frameworks • Talent management • Education and learning methods • Innovation • Culture and behaviours • New ways for financial control and accounting © Nick@ComplexAdaptiveLeadership.com
  12. 12. Context ICCPM PM2.0 A move towards PM2.0 Yang Yine.g. the traditional skills e.g. the moderns skills PRINCE2 Scrum Deterministic Non-deterministic Oligarchic Polyarchic Hierarchic Dynamic Leaders “ Leaders inspire and lead” “enable and follow” © Nick@ComplexAdaptiveLeadership.com
  13. 13. Context ICCPM PM2.0Part of the ICCPM Research network Mastering complexity and changes in projects, economy, and society via Project Management Second Order (PM-2) Manfred SaynischProject Management JournalVolume 41, Issue 5, pages 4–20,December 2010 Need to include dynamic of self-organisation Need for new skills and approaches 13 © Nick@ComplexAdaptiveLeadership.com
  14. 14. Context ICCPM PM2.0 Self-organisation principles Underlying purpose People Few simple Skill & will rulesAmbiguity Unambiguoustolerance feedback Defined Freedom to act boundaries Explicit objectives “Who needs leaders?” http://www.youtube.com/watch?v=41QKeKQ2O3E 14 © Nick@ComplexAdaptiveLeadership.com
  15. 15. Context ICCPM PM2.0 Systemic thinking• Systems Thinking and behavioural understanding• Ability to engage and map stakeholders using new approaches• Utilising tools such as Casual Feedback Loop diagrams• Budapest Boot Camp – www.iiscm.org 15 © Nick@ComplexAdaptiveLeadership.com
  16. 16. Context ICCPM PM2.0 Another example: Scrum• Approach first mentioned by Takeuchi and Nonaka in HBR 1986 re Product development• DeGrace and Stahl named it in “Wicked problems, righteous solutions” in 1991• Sutherland & Schwaber presented it at software conference in 1995 16 © Nick@ComplexAdaptiveLeadership.com
  17. 17. Context ICCPM PM2.0 Scrum outline• Process• Sprints – 7 to 30 days• Sprint Planning meet• Daily stand-up• Sprint reviews and retrospectives• Product backlog, Sprint backlog and Burn-down 17 © Nick@ComplexAdaptiveLeadership.com
  18. 18. Context ICCPM PM2.0 The deeper paradoxToday’s General Managers Tomorrow’s Project Managers Need to learn from PM1.0 Need to embrace PM2.0 Projects are polyarchic Become less oligarchic “Change, organisational survival and project management” by Carl Belack http://www.iil.com/freeresources/downloads/white_papers/PM-and-the-Evolving-Business-Organization.pdf 18 © Nick@ComplexAdaptiveLeadership.com
  19. 19. Summary• Context of leadership has changed faster than the assumption of what leadership is• Organisations are becoming increasingly complex• “Clean” PM techniques can get messy as things change quickly Context ICCPM PM2.0• ICCPM is a new research based global NGO• Its has global partners who contribute and offer support• Its forthcoming “White Paper” has a variety of policy recommendations • PM2.0 is an add-on not a replacement for PM1.0 – a collection of emergent additional and vital skills and approaches • It includes leadership and change management skills using complexity science as a basis for understanding • Training and development is available from a variety of sources • General Management needs to learn from PM1.0 as things get more complex 19 © Nick@ComplexAdaptiveLeadership.com