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  • Picture care of rAmmoRRison @ flickr http://www.flickr.com/photos/rammorrison/2651957971/
  • Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/
  • Part of Portrait Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/ Image 1 from Austrade http://www.austrade.gov.au/images/UserUploadedImages/1438/austrade-globalisation-chart.jpg Image 2 from Bized.co.uk http://www.bized.co.uk/educators/16-19/economics/international/presentation/globalisation_map.htm
  • Part of Portrait Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/ Image 1 from Austrade http://www.austrade.gov.au/images/UserUploadedImages/1438/austrade-globalisation-chart.jpg Image 2 from Bized.co.uk http://www.bized.co.uk/educators/16-19/economics/international/presentation/globalisation_map.htm
  • Part of Portrait Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/ Image 1 from Austrade http://www.austrade.gov.au/images/UserUploadedImages/1438/austrade-globalisation-chart.jpg Image 2 from Bized.co.uk http://www.bized.co.uk/educators/16-19/economics/international/presentation/globalisation_map.htm
  • Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/
  • Image cc from Wikipedia http://en.wikipedia.org/wiki/Technological_singularity
  • Iamge 1 from Tom Fishburn http://cilinc.net/?p=225 Image 2 from ux-strategy.com http://ux-strategy.com/2007/01/30/who-am-i-and-why-am-i-here/
  • Iamge 1 from Tom Fishburn http://cilinc.net/?p=225 Image 2 from ux-strategy.com http://ux-strategy.com/2007/01/30/who-am-i-and-why-am-i-here/
  • Iamge 1 from Tom Fishburn http://cilinc.net/?p=225 Image 2 from ux-strategy.com http://ux-strategy.com/2007/01/30/who-am-i-and-why-am-i-here/
  • Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/
  • Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/
  • Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/
  • Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/
  • From Stronglist.com http://stronglist.com/2007/06/web-apps-against-releasing-early/
  • Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/
  • Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/
  • Increase in scope of project management and system integration Focus of projects has shifted from tactical to strategic Enterprise Project Management (EPM) Project Management Office (PMO) Increasing discipline in the way projects are managed Increase in Scope and System Integration Enterprise Project Management (EPM) centralized management of a portfolio of projects to ensure that the allocation of resources to projects is directed and balanced toward the strategic focus of the organization Project management office (PMO) unit responsible for support of standards, processes, and information system that defines project management for the organization Increasing discipline in the way projects are managed Training Organization Culture Multicultural Projects Information Technology Risk Management Outsourcing Photo from Vermin Inc @ flickr http://www.flickr.com/photos/vermininc/2337307518/
  • Increase in scope of project management and system integration Focus of projects has shifted from tactical to strategic Enterprise Project Management (EPM) Project Management Office (PMO) Increasing discipline in the way projects are managed Increase in Scope and System Integration Enterprise Project Management (EPM) centralized management of a portfolio of projects to ensure that the allocation of resources to projects is directed and balanced toward the strategic focus of the organization Project management office (PMO) unit responsible for support of standards, processes, and information system that defines project management for the organization Increasing discipline in the way projects are managed Training Organization Culture Multicultural Projects Information Technology Risk Management Outsourcing
  • Increase in scope of project management and system integration Focus of projects has shifted from tactical to strategic Enterprise Project Management (EPM) Project Management Office (PMO) Increasing discipline in the way projects are managed Increase in Scope and System Integration Enterprise Project Management (EPM) centralized management of a portfolio of projects to ensure that the allocation of resources to projects is directed and balanced toward the strategic focus of the organization Project management office (PMO) unit responsible for support of standards, processes, and information system that defines project management for the organization Increasing discipline in the way projects are managed Training Organization Culture Multicultural Projects Information Technology Risk Management Outsourcing
  • Increase in scope of project management and system integration Focus of projects has shifted from tactical to strategic Enterprise Project Management (EPM) Project Management Office (PMO) Increasing discipline in the way projects are managed Increase in Scope and System Integration Enterprise Project Management (EPM) centralized management of a portfolio of projects to ensure that the allocation of resources to projects is directed and balanced toward the strategic focus of the organization Project management office (PMO) unit responsible for support of standards, processes, and information system that defines project management for the organization Increasing discipline in the way projects are managed Training Organization Culture Multicultural Projects Information Technology Risk Management Outsourcing
  • Increase in scope of project management and system integration Focus of projects has shifted from tactical to strategic Enterprise Project Management (EPM) Project Management Office (PMO) Increasing discipline in the way projects are managed Increase in Scope and System Integration Enterprise Project Management (EPM) centralized management of a portfolio of projects to ensure that the allocation of resources to projects is directed and balanced toward the strategic focus of the organization Project management office (PMO) unit responsible for support of standards, processes, and information system that defines project management for the organization Increasing discipline in the way projects are managed Training Organization Culture Multicultural Projects Information Technology Risk Management Outsourcing
  • http://flickr.com/photos/calavera/65098350/
  • Photo by Vermin Inc , CC @ Flickr http://www.flickr.com/photos/vermininc/2335148856/in/photostream/
  • Picture from Laughing Squid CC @ Flickr http://www.flickr.com/photos/laughingsquid/102689397/in/photostream/
  • Picture from wikipedia http://commons.wikimedia.org/wiki/Image:Peter_Senge.jpg
  • THE TOOL Senge's learning organization model consists of the following five disciplines: Systems thinking --Senge attests that we must look at the patterns that connect the larger system. Systems thinkers cure headaches by removing the cause, rather than simply ingesting aspirin. They pay careful attention to how different tasks and functions interact. Systems thinkers believe that by examining these patterns of interplay, we can better pinpoint the important issues. Personal mastery --Senge stresses the significance of continually clarifying and deepening our personal vision, focusing our energies, developing patience, and seeing reality objectively. Shared vision --Senge defines this discipline as the "picture of the future." A shared vision is intuitive and instinctive; it's not something that's learned by rote. A shared vision is also a collective experience--it's the cumulative total of each participant's personal vision. Team learning --Senge's fourth discipline states that any group's collective IQ will always be much higher than an individual's IQ. The only way to begin building group IQ is to open the channels of communication within the group and start talking to one another. Mental models --Senge defines mental models as the deeply ingrained assumptions, generalizations, and even pictures or images that influence how we understand the world. Since how we act is based on our impressions of our surrounding environment, it's imperative that we recognize and re-evaluate our mental models and preconceived assumptions. Senge's five components of a learning organization are all interrelated. Personal mastery, shared vision, team learning, and mental models make up the foundation of the organization. And systems thinking is the cement that holds it all together. In order for the learning organization to work, each of the five disciplines must be developed simultaneously and integrated with one another.
  • Personal Mastery a lifelong learning culture where people continually clarify and deepen their personal vision—sadly few organizations are committed to full development of their staff Mental Models people’s deeply fixed assumptions, generalizations and images that influence how they see the world to change, people must look inward—few organizations encourage. eg. Shell (70’s oil crisis) Shared Vision an organization’s view of its purpose. Provides the common identity by which employees and other view it. eg. IBM (exemplary service) Team Learning teams are fundamental unit of the modern organization. If teams do not learn, neither does the organization. When teams learn, they produce extraordinary results. One of the major tools for team learning is dialog Systems Thinking understanding underlying patterns of an organization and contemplating its whole not its parts. Systems thinking is a conceptual framework for making complete patterns clearer
  • Diagram from www.betterprojects.net http://www.betterprojects.net/2007/08/process-analysis-101-part-1.html
  • Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/
  • Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/
  • Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/
  • Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/
  • Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/
  • Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/
  • Adoption of Technology: (Luftman, 2004, p182) In addition to the inherent lage in the identification of benefits to a new technology, there are human characteristics that affect the rate at which technologies are adopted. A key model in understanding this is found in the theory of diffusion of innovations. This model suggests that technologies are adopted at rates that follow a normal distribution. Eg. Digital TV, Wind farming, MS software Innovators: Organizations or people that are willing to take higher risk, have “deeper pockets” or have experience in evaluating/piloting projects based on emerging technologies. Early adopters: Organizations or people that are more visionary. There is some assurance of the potential returns from adopting a technology, but is visibility is not yet widespread, or only these adopter see its application. Early majority: Adopters who waited until there was more assurance fro the success of the technology. Other firms, perhaps competitors have already proven that the technology can be successful and there is an understanding that the technology can be successful and there is an understanding. Late majority: Includes the organizations that have realized they will have to adopt the technology to stay competitive. These are the conservative organization with prefer low risk or have low investment capability. Eg. Scanning - supermarkets. Laggards: These are the true sceptics. The technology is likely to have become a base technology and the main benefit to adopting it is to stay in the market.
  • Executives Leadership Roles? set tone of the enterprise toward technology envision how IT can serve business strategy govern as well as lead use IT to promote business change assess costs and benefits Current, Existing and Upcoming IT Issues impact of new regulations measuring the value of IT change management organization and control of the IS organization cross-organizational e-processes obtaining services via the Web Means for Executive Learning learn by doing learn by governing learn via educational programs
  • Photo by Jason Mulcahy CC @ Flickr http://www.flickr.com/photos/holdenj9/2661014993/

Week 11-contemporary-issues-1223379006404978-8 Week 11-contemporary-issues-1223379006404978-8 Presentation Transcript

  • Project Management 6. Contemporary issues
  • week 11
  • Current issuesin project management
  • Gray & Larson,2006, Ch 16.
  • Current TrendsFuture TrendsOrganizing PrinciplesProject Management ChallengesUnresolved IssuesCareer Issues
  • Five forces
  • Global competition Knowledge explosion Innovation Time to marketShortened product life cycles
  • Global competitionKnowledge explosion Innovation Time to market Shortened product life cycles
  • Global competition Knowledge explosion Innovation Time to marketShortened product life cycles
  • Global competition Knowledge explosion Innovation Time to marketShortened product life cycles
  • Global competition Knowledge explosion Innovation Time to marketShortened product life cycles
  • Global competition Knowledge explosionFive forces Innovation Time to market Shortened product life cycles
  • Current TrendsFuture TrendsOrganizing PrinciplesProject Management ChallengesUnresolved IssuesCareer Issues
  • Project scope Project scope Discipline Discipline Organisation Organisation
  • The focus of projects has shifted from tacticalto strategicEnterprise Project Management (EPM)Project Management Office (PMO)
  • Enterprise Project Management (EPM) is a centralized management of aportfolio of projects to ensure that the allocation of resources toprojects is directed and balanced toward the strategic focus of theorganizationEnterprise Project Management (EPM)
  • The Project management office (PMO) is the unit responsible forsupport of standards, processes, and information system that definesproject management for the organizationProject Management Office (PMO)
  • There is increasing discipline in the wayprojects are managed
  • TrainingUniform training across team makeup, team culture, outside partners,and organization support allows for standardization in practices andprocesses related to projects
  • From Week 4Organization CultureA system of shared beliefs supports organizational flexibility inmeeting the challenges of managing projects in globalized competitiveenvironments
  • From And Week Week 4 10Organization CultureA system of shared beliefs supports organizational flexibility inmeeting the challenges of managing projects in globalized competitiveenvironments
  • Multicultural ProjectsCultural differences and gaining trust among team members are majorhurdles to overcome
  • Information Technology – web-based management of projects continues to increase as outsourcing does – virtual teams continue to increase – advances in technology such as wireless communication provide new avenues
  • Risk ManagementMore attention now turning to managing risk on projects.Organizations need to balance choice of projects with variety of low,medium and high risk projects across their portfolio
  • OutsourcingA common strategy is to outsource standard work or parts and reserveinside work the is complex and deem proprietaryCompanies need to consider; contract management, RFP’s, changecontrol and partnering
  • Organization Organization Training Training Culture Culture Project Project Management Management MulticulturalOutsourcing MulticulturalOutsourcing Discipline Discipline Projects Projects Risk Risk Information Information Management Management Technology Technology
  • Current TrendsFuture TrendsOrganizing PrinciplesProject Management ChallengesUnresolved IssuesCareer Issues
  • This section The 5th discipline Business Processes Communities Virtual worlds Emergent design Adaptable v stable (and the impact on planning) Distributed v central
  • The 5th Discipline=The Learning Organization
  • Most organizations only last 40 years.Organizations that can learn faster than theircompetitors will survive longer.
  • To create new learning and thinking behaviorsin its people an organization must follow 5basic principles: personal mastery mental models shared vision team learning systems thinking
  • Business Process Re-engineering
  • Processes Rather ThanFunctionsA process-centered organization is acompany whose perspective hasshifted from tasks to processes; anapproach to designing an organizationwhere the business processes are thedriving structuresAdvantages:employees are self-managedvirtually every department is involvedcustomer perspectiveencourages professionalism
  • Communities Rather Than GroupsCommunities form of their own volitions. Groups are formed by design; theirmembers are designated by a project managerAdvantages:people do the workhelps build tacit knowledge for the organizationchange agent; communities are webs of participation, when a patternchanges the organization changes
  • Virtual Rather Than PhysicalUses computer and telecommunicationtechnologies to extend capabilities byworking with employees or contractorslocated throughout the world.Eg. e-mail, instant messaging, andvideoconferencingTime and space are no longer mainorganizing foundationsAdvantage:globalization
  • Self-Organizing Rather Than DesignedNature provides a good model for future organizations;organizations must deal with complexity, shareinformation and knowledge, and cope with continuousand discontinuous change—centered around chaostheory, ecology and biologyAdvantage:adaptability; can adapt to natural phenomena
  • Adaptable Rather Than StableSuccessful organizations will be structuredto naturally support volatility andcontinual surprises. IT is causing the worldto become connected and connectivityincrease volatility. To keep pace,companies will need to adapt quicklyAdvantage:evolution; organizational models will bebuilt around networks, and will bedesigned toevolve
  • Distributed Rather Than CentralizedDistributed Capitalismkey features; deep support unique to each individual supported byIT, individuals may own aspects of the means of production,distributed production and ownershipMarket-Based Organizationskey features; markets supported by IT communication facilities,decentralized workforce; democratic structures
  • Current TrendsFuture TrendsOrganizing PrinciplesProject Management ChallengesUnresolved IssuesCareer Issues
  • Understanding Users Value Management Aligning business and IT User Centric Design Putting the user first Adoption of new technology Innovation diffusion
  • Understanding Users How do users adopt to new technology?
  • Understanding Users How do users adopt to new technology? Inovation Diffusion Theory. This model suggests that technologies are adopted at rates that follow a normal distribution
  • Figure 7.2 Innovation Diffusion Theory(Luftman, 2004, p182)
  • Increasing Executives’ Understanding ofInformation Technology
  • Increasing Executives’ Understanding ofInformation TechnologyYou tell them What are Executives Leadership Roles? What are the Current, Existing and Upcoming IT Issues What this deeper understanding of projects means for Executive Learning
  • Educating Information System People aboutBusiness Train the business Move into the business Lead with the business Attend business programs
  • Current TrendsFuture TrendsOrganizing PrinciplesProject Management ChallengesUnresolved IssuesCareer Issues
  • How far can virtual project management evolve?How do we manage projects underhigh levels of uncertainty?
  • Current TrendsFuture TrendsOrganizing PrinciplesProject Management ChallengesUnresolved IssuesCareer Issues
  • Temporary AssignmentsCareer Paths Pursuing a CareerProfessionalTraining and Gaining VisibilityCertification Success in Mentors Key Projects
  • ReviewCurrent trends in IT include; global competition, knowledgemanagement, innovation, marketing and product life-cycles.Future trends affecting IT project managers include; scope change,system integration, and a more disciplined approach.Organization principles include; learning culture, process-centred,communities, virtual businesses, self-organizing, adaptable, anddistributed business.Challenges for project managers include; increasing executivesunderstanding of IT and increasing IT’s business savvy.Project management is the career of the future, however it is notall smooth sailing.
  • ReferencesLuftman, J. (2004). Managing the information technology resource –Leadership in the information age. Prentice-Hall.McNurlin, B., & Sprague, R. (2006). Information systems management inpractice (7th ed.). Upper Saddle River, N.J.: Pearson/Prentice-Hall.
  • This is the end of this series of Project Managementpresentations.It was based upon the textbook “The Project Management Process” by Grayand Larson, referenced in the first few pages of most of the slide packs. It’s alittle dated, especially as it assumes a waterfall development framework.However most of this content is about the social and interpersonal aspects ofproject management, which are agnostic of all pm processes and frameworks. Soit still delivers pertinent and relevant messages. Go read it.Your feedback is the main reason I provide my content online for free. So ifyou read and like, dislike or even hate the content I have provided, it would begreat to hear from you.You can drop comments here, on Slideshare, or at my blog, BetterProjects.net.Thanks for reading along.Craig Brown
  • BetterProjects.net Title page pic care of rAmmoRRison & CC @ Flickrhttp://www.flickr.com/photos/rammorrison/2651957971/