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Going Commando

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

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