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Going Commando:<br />APPLYING SPECIAL FORCES TACTICS<br />TO IMPROVE PROJECT MANAGEMENT<br />Bill Fournet<br />CEO, The Pe...
OODA<br />
Observe<br />Orient<br />Decide<br />Act<br />
The Need for Adaptive Techniques<br />September 11th<br />Hurricane Katrina<br />BP Oil Spill<br />Recession<br />Dot.com ...
Address generational issues<br />U.S. Department of Labor estimates that today’s learners will have 10-14 jobs by the age ...
Changing Workplace<br />Traditional<br />Emerging<br />Institution<br />Security<br />Self<br />Promotions<br />Tenure<br ...
SPECIAL FORCES<br />TECHNIQUES IN PROJECT MANAGEMENT<br />
Adaptability<br />Agility<br />Flexibility<br />Versatility<br />Discipline<br />
New Ways to Lead<br />
Traditional <br />(Command & Control)<br />Innovate & Attack<br />Support, self-directed, enable, <br />“hole fillers”, cu...
Traditional <br />(Command & Control)<br />Innovate & Attack<br />Support, self-directed, enable, <br />“hole fillers”, cu...
Change what you control and how you control it <br />
Principled Leadership<br />Values + Approach = “The Way”<br />We will consistently exceed our customers’ expectations.<br ...
Principled Leadership<br />Values + Approach = “The Way”<br />Establishes boundaries<br />Enables innovation<br />Engages ...
Baghdad, Iraq<br />2005-2006<br />
Baghdad, Iraq<br />2007-2008<br />The “Surge”<br />
Secure the people where they sleep.<br />Never leave home without an Iraqi.<br />Get out and walk.<br />Give the people ju...
How do we transfer this to the <br />PROJECT ENVIRONMENT?<br />
Understand the customer and the environment<br />Fluent in the language and customs<br />Integrated with other organizatio...
Understand the customer and the environment<br /><ul><li>Become familiar with how customers and partners “do things”
Understand their needs and values
Seek to find “win-win” solutions
Act quickly to meet customer needs
Get the culture</li></li></ul><li>Plan for succession<br />Avoids compartmentalized functions<br />Understands how to fulf...
<ul><li>Ensure that project team members can meet multiple project needs
Value personalities and trust
Look for initiative, communication, and managing up</li></ul>Plan for succession<br />
Creates inductive communication channels<br />Values quality and speed of information<br />Identifies reliable and meaning...
Foster organic information networks<br /><ul><li>Orient yourself
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Going Commando

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Transcript of "Going Commando"

  1. 1. Going Commando:<br />APPLYING SPECIAL FORCES TACTICS<br />TO IMPROVE PROJECT MANAGEMENT<br />Bill Fournet<br />CEO, The Persimmon Group<br />
  2. 2.
  3. 3. OODA<br />
  4. 4. Observe<br />Orient<br />Decide<br />Act<br />
  5. 5. The Need for Adaptive Techniques<br />September 11th<br />Hurricane Katrina<br />BP Oil Spill<br />Recession<br />Dot.com boom and bust<br />Other unexpected events?<br />
  6. 6. Address generational issues<br />U.S. Department of Labor estimates that today’s learners will have 10-14 jobs by the age of 38. (U.S. Dept. of Labor)<br />The number of employees voluntarily quitting their jobs surpassed the number being fired or laid off for the first time since October 2008.<br />(U.S. Bureau of Labor, 2010)<br />Two-thirds of Generation Y workers believe they should spend no more than 2 years in an entry-level position. (Robert Half International)<br />
  7. 7. Changing Workplace<br />Traditional<br />Emerging<br />Institution<br />Security<br />Self<br />Promotions<br />Tenure<br />Performance<br />Loyalty<br />Organization<br />Team<br />Approach<br />Permission<br />Forgiveness<br />Respect<br />Starts with<br />Earned<br />
  8. 8. SPECIAL FORCES<br />TECHNIQUES IN PROJECT MANAGEMENT<br />
  9. 9. Adaptability<br />Agility<br />Flexibility<br />Versatility<br />Discipline<br />
  10. 10. New Ways to Lead<br />
  11. 11. Traditional <br />(Command & Control)<br />Innovate & Attack<br />Support, self-directed, enable, <br />“hole fillers”, cutters<br />Micromanage, “order-takers”<br />“relinquishes direct control of its project teams, infrastructure designers, and builders in order to achieve the results it seeks.” 1<br />1 Source: Mayer, M., (1998). “The Virtual Edge”<br />
  12. 12. Traditional <br />(Command & Control)<br />Innovate & Attack<br />Support, self-directed, enable, <br />“hole fillers”, cutters<br />Micromanage, “order-takers”<br />M<br />“relinquishes direct control of its project teams, infrastructure designers, and builders in order to achieve the results it seeks.” 1<br />C<br />V<br />E<br />P<br />O<br />P<br />T<br />1 Source: Mayer, M., (1998). “The Virtual Edge”<br />
  13. 13. Change what you control and how you control it <br />
  14. 14. Principled Leadership<br />Values + Approach = “The Way”<br />We will consistently exceed our customers’ expectations.<br />Don’t bring issues without options.<br />You must accept everyone’s opinion, but you do not have to approve it.<br />Develop your replacement.<br />
  15. 15. Principled Leadership<br />Values + Approach = “The Way”<br />Establishes boundaries<br />Enables innovation<br />Engages the workforce<br />
  16. 16. Baghdad, Iraq<br />2005-2006<br />
  17. 17.
  18. 18.
  19. 19. Baghdad, Iraq<br />2007-2008<br />The “Surge”<br />
  20. 20.
  21. 21. Secure the people where they sleep.<br />Never leave home without an Iraqi.<br />Get out and walk.<br />Give the people justice and honor..we talk about democracy and human rights. Iraqis talk about justice and honor.<br />
  22. 22.
  23. 23.
  24. 24. How do we transfer this to the <br />PROJECT ENVIRONMENT?<br />
  25. 25. Understand the customer and the environment<br />Fluent in the language and customs<br />Integrated with other organizations<br />Observant, respectful<br />
  26. 26. Understand the customer and the environment<br /><ul><li>Become familiar with how customers and partners “do things”
  27. 27. Understand their needs and values
  28. 28. Seek to find “win-win” solutions
  29. 29. Act quickly to meet customer needs
  30. 30. Get the culture</li></li></ul><li>Plan for succession<br />Avoids compartmentalized functions<br />Understands how to fulfill needs in multiple roles<br />Values trust and team dynamics<br />
  31. 31. <ul><li>Ensure that project team members can meet multiple project needs
  32. 32. Value personalities and trust
  33. 33. Look for initiative, communication, and managing up</li></ul>Plan for succession<br />
  34. 34. Creates inductive communication channels<br />Values quality and speed of information<br />Identifies reliable and meaningful information sources<br />Foster organic information networks<br />
  35. 35. Foster organic information networks<br /><ul><li>Orient yourself
  36. 36. Who do you go to for information?
  37. 37. What is real and what is noise?
  38. 38. Build information and trust networks
  39. 39. Analog: online gaming</li></li></ul><li>People have multiple roles and responsibilities, separate from title<br />Adapts to unexpected situations<br />Recognizes the authority of roles, not title<br />Flatten the organization<br />
  40. 40. Flatten the organization<br /><ul><li>Manage more by roles than by hierarchy
  41. 41. Based on the situation, shift roles
  42. 42. Clarify boundaries and constraints</li></li></ul><li>Special Forces Techniques<br />OODA: Observe, Orient, Decide, Act<br />Five Key Concepts:<br />Adaptability<br />Agility<br />Flexibility<br />Versatility<br />Discipline<br />
  43. 43. 2011 PMI North American Congress<br />October 22nd – 24th <br />Dallas, TX<br />Persimmon’s Bill Fournet and Larry Winters are featured Congress speakers<br />Come hear their engaging topics:<br /><ul><li>How to Stop Herding Cats: Leading project teams through the chaos
  44. 44. PM Unusual: The 3 Key Challenges Facing PMs for the Next Five Years
  45. 45. Where Have all the Cowboys Gone?Understand the Essential PM Practices</li></ul>“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only<br />Going Commando<br />
  46. 46. GOING COMMANDO:<br />Bill Fournet<br />CEO, The Persimmon Group<br />Email: BillFournet@ThePersimmonGroup.com<br />Phone: (918) 392-7110<br />On the web at: www.ThePersimmonGroup.com<br />Session # SFT06<br />“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010Permission is granted to PMI for PMI® Marketplace use only<br />Going Commando<br />
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