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Next Practices of Project Management

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Presentation by Søren Lybecker and me at the conference "Leadership in Large Projects" in Oslo the 28'th of November 2012.

Presentation by Søren Lybecker and me at the conference "Leadership in Large Projects" in Oslo the 28'th of November 2012.

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  • 1. Leadership in Large ProjectsNext Practices of Project ManagementNORDISK FORUM 2012Christian ThuesenSenior ResearcherDTU Management EngineeringE: chth@dtu.dkT: +45 6167 9131Søren LybeckerProgramme ManagerDTU Management EngineeringE: slyb@dtu.dkT: +45 2639 3331
  • 2. MarketDevelopment
  • 3. Market Development Market development multiple customers = one market  one customer = multiple marketsInspired by Stanley Davis and Joseph Pine
  • 4. The Long Tail…a consequence of a more individualized society Mass production  Mass customization
  • 5. Dimensions and motors of Social Acceleration A) Economic Motor: Time=Money 1. Technological Acceleration B) Structural Motor: Functional Differentiation Dimensions of 3. Acceleration of the Acceleration „Pace of Life“ 2. Acceleration of Social Change C) Cultural Motor: Promise of AccelerationInspired by Hartmut Rosa
  • 6. Dilemmas and Dualisms of Project OrganizingOrder ChaosDisciplinary InterdisciplinaryHierarchy NetworkStandardized UniqueEfficiency CreativityLinear IterativeCollective IndividualDegeneration Stress
  • 7. The Academic Field of Project Management Constructive Deconstructive Standards and best practices Practice-based Critical Perspectives perspectives The reflective Hodgson practitioner Communities of practice Kreiner Case studies Koskela SYMBOLIC- MODERN POSTMODERN INTERPRETIVE 1960’s & 70’s 1990’s 1980’sInspired by Mary Jo Hatch
  • 8. Current Practices• Communication is placed as the central concept in the network Central empirical concepts• Central collective concepts • Persuasion – Quality • Social atmosphere – Planning • Tools – Risk • Project clarification (goals) • Resources – Communication – Flexibility – Stakeholders – Leading – Learning – Organization – Controlling – Innovation
  • 9. Role 1: THE CHANGE AGENT Project = Change Change requires leadership rather than management. The project leader is thus a change agent. A change agent is a person who alters human capability or organizational systems to achieve a higher degree of output or self actualization. Imperatives: •A change agent lives in the future, not the present. •A change agent is fueled by passion, and inspires passion in others. •A change agent has a strong ability to self-motivate. •A change agent must understand people.Inspired by Patti Hathaway
  • 10. Role 2: THE CONDUCTOR Conducting is a means of communicating artistic directions to performers during a performance. The primary responsibilities of the conductor are to unify performers, set the tempo, execute clear preparations and beats (milestones), listen critically and shape the sound (performance) of the ensemble (project team), and to control the interpretation and pacing of the music (project). Conducting requires an understanding of the elements of musical expression (tempo, dynamics, articulation) and the ability to communicate them effectively to an ensemble (project team).Inspired by Ramona Wis
  • 11. Role 3: THE ENTREPRENEUR Entrepreneurship is the pursuit of opportunity without regard to resources currently controlled. The entrepreneur is the person ready to supply the enterprise with the mixture of energy, boldness, courage, expertise, insight, and often ruthlessness, necessary to start or grow a business. The actions of the successful entrepreneur often follow the five effectuation principles: Bird in the hand: use the available means. Affordable loss: decide in advance what you are willing to lose. The crazy quilt: work with any and all stakeholders who are willing to make a real commitment. Make lemonade: acknowledge contingency by taking advantage of surprises. Pilot in the plane: act upon any risky situation to reduce the risk of crashing.Inspired by Saras Sarasvathy
  • 12. Role 4:THEBOUNDARYWALKERSince the beginning of history, human beingshave formed communities that share culturalpractices reflecting their collective learning:from a tribe around a cave fire to a communityof engineers interested in railway operations.Boundary walkers act as brokers betweencommunities of practice. They can introduceelements of one practice into another.Boundary walkers can perform specific taskssuch as:•Boundary spanners: taking care of onespecific boundary over time.•Roamers: going from place to place, creatingconnections, moving knowledge.•Outposts: bringing back news from theforefront, exploring new territories. Inspired by Étienne Wenger
  • 13. Role 5: THE NEGOTIATORNegotiation is a dialogue between two or more parties, intended to reach anunderstanding, resolve point of difference, or gain advantage in outcome ofdialogue, to produce an agreement upon courses of action, to bargain forindividual or collective advantage, to craft outcomes to satisfy various interests oftwo parties involved in negotiation process.The negotiator can basically distinguish between two types of negotiation:distributive negotiation (win-lose negotiation) and integrative negotiation(win-win negotiation).Integrative negotiation is also called principled negotiation. The method consistsof four main steps:•Separating the people from the problem.•Focusing on interests, not positions.•Generating a variety of possibilities before deciding what to do.•Insisting that the result be based on some objective standard. Inspired by Roger Fisher and William Ury
  • 14. Role 6:THECOACHCoaching is a teaching or training process inwhich an individual or a group gets supportwhile learning to achieve a specific personal orprofessional result or goal.Coaching may also happen in an informalrelationship between a “master” and a “student”.Basic tools in coaching are active listening,constructive feedback, and appreciativeinquiry.. Inspired by David Cooperrider
  • 15. The Profile of the Future Project Leader: THE REFLECTIVE PRACTITIONER Reflective practice is the capacity to reflect on action so as to engage in a process of continuous learning, which is one of the defining characteristics of professional practice. It involves paying critical attention to the practical values and theories which inform everyday actions, by examining practice reflectively and reflexively. This leads to developmental insight, and reflective practice provides a tremendous development opportunity to transform from project manager to project leader. In the end its all about people, and consequently its all about presence.Inspired by Donald A. Schön
  • 16. Continuous Education at DTU Management Engineering:JOIN THE MOVEMENT… Design and Management of Network Projects: Class 2 (2012-2013)
  • 17. Thank You!