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Systems Thinking in Innovation Project Management: a match that works SIG: PROJECT ORGANIZING TRACK 19: Project Futures - ...
Outline <br />Research Questions <br />1. Theory 2. Evidence 3. Recommendations <br />1. Why are conventional PM methods n...
Theory <br />1. Why are conventional PM methods not effective to manage innovation projects? <br />Because <br />Conventio...
Evidence  <br />12 Multiple Embedded Case studies <br />12 embedded multiple case studies (3 EARSS and 9 eTEN projects). 9...
Evidence  <br />12 Multiple Embedded Case studies <br />Focus of analysis: <br />Project Management Tasks – as planning, c...
Evidence  <br />12 Multiple Embedded Case studies <br />EARSS <br /><ul><li>Systemic Project Management
Manage relationships to satisfy stakeholders and achieve as many of the objectives as possible – compromise  - calibrate
Flexibility to make decisions according to circumstances</li></ul>eTEN<br /><ul><li>Normative Project Management
Manage the process in order to satisfy the main stakeholder at the expense of the project goals
Limits the project manager as a leader </li></ul>Outcome over Process<br />Process over Outcome<br />
Evidence  <br />2. What can we improve? <br />When project practices (plan, communications and control activities) are bui...
Recommendations  <br />3. How can we apply these Systems Thinking concepts? <br />Causal connectedness has to be studied t...
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Systems thinking in innovation project management

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Transcript of "Systems thinking in innovation project management"

  1. 1. Systems Thinking in Innovation Project Management: a match that works SIG: PROJECT ORGANIZING TRACK 19: Project Futures - in Research and Practice <br />Dr Maria Kapsali <br />
  2. 2. Outline <br />Research Questions <br />1. Theory 2. Evidence 3. Recommendations <br />1. Why are conventional PM methods not effective to manage innovation projects? 2. What can we improve? <br />3. How can we apply Systems Thinking concepts? Which are the obstacles to do this? Which is the way to do this? <br />
  3. 3. Theory <br />1. Why are conventional PM methods not effective to manage innovation projects? <br />Because <br />Conventional project management methodologies are not adequate tools to manage the serendipitous, evolutionary and experimental nature of innovation projects<br />Overemphasis on operational control and lack of flexibility to manage relations and operational change not suitable for non-linear processes <br />Because <br />Conventional methodologies result in a closed systems mentality where the influences from the environment are locked in due to the hard boundaries of the system <br />Because <br />Conventional methodologies were designed to manage linear activities in engineering and construction projects <br />
  4. 4. Evidence <br />12 Multiple Embedded Case studies <br />12 embedded multiple case studies (3 EARSS and 9 eTEN projects). 9<br />Within and cross-case comparative analysis. <br />
  5. 5. Evidence <br />12 Multiple Embedded Case studies <br />Focus of analysis: <br />Project Management Tasks – as planning, communicating and task control-coordination <br />The results of the projects (outcomes like the rate of deployment and operationalization of the technology) <br />Changes and change management(Nature of changes in the plans and activities, Dealing with change issues , Priority of project performance objectives) <br />The link between tasks- change management- results (Elements to be developed in their projects – flexibility-dependability- relations-other) <br />
  6. 6. Evidence <br />12 Multiple Embedded Case studies <br />EARSS <br /><ul><li>Systemic Project Management
  7. 7. Manage relationships to satisfy stakeholders and achieve as many of the objectives as possible – compromise - calibrate
  8. 8. Flexibility to make decisions according to circumstances</li></ul>eTEN<br /><ul><li>Normative Project Management
  9. 9. Manage the process in order to satisfy the main stakeholder at the expense of the project goals
  10. 10. Limits the project manager as a leader </li></ul>Outcome over Process<br />Process over Outcome<br />
  11. 11. Evidence <br />2. What can we improve? <br />When project practices (plan, communications and control activities) are built upon Systems Thinking constructs the projects achieve goals better <br />Evidence from the case studies reveal that the when the constructs of causal connectedness to manage external relations and equifinality to manage operational change are the most successful to be embedded in managerial practice <br />
  12. 12. Recommendations <br />3. How can we apply these Systems Thinking concepts? <br />Causal connectedness has to be studied through the dynamic interactions and boundary management embedded in the relations between systemic actors <br />Equifinality can be studied through flexibility - the slack given to activities in terms of resources and action to change in an agile way <br />
  13. 13. Recommendations <br />3. Which are the obstacles to do this? <br />Systems Thinking constructs are difficult to be built in project practices-activities because of their over generalized nature that makes them difficult to operationalize and measure <br />Reasons for that are the insufficient definition and analysis of the issues of holism, flexibility and causality that are the basis of Systems constructs like causal connectedness and equifinality. <br />
  14. 14. Recommendations <br />3. Which are the obstacles to do this? <br />The application of open Systems Thinking constructs in empirical studies is inhibited by the lack of metrics that are easily operationalisable and measurable. <br />Different perspectives suffer from lack of consensus on measures, factors of success and research analysis units. <br />
  15. 15. Recommendations <br />3. Which is the way to do this?<br />Study holism, flexibility and causality as they are applied in operational activities and relations in projects <br />Project boundary relations and operational activities should be the target of new research projects <br />Conventional methodologies should be infused with ST constracts to achieve more flexible and responsive operations to alter practices <br />
  16. 16. © Imperial College Business School<br />Thank you for your attention <br />Questions? <br />
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