www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011
1
®
Adapting Your Project Mana...
www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011
2
®
My Observations…..
Project...
www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011
3
®
Most Projects
Don’t Make i...
www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011
4
®
is it because of Tools or ...
www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011
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®
What is the Traditional Di...
www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011
6
®
TPM Evolved as… (The Myths...
www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011
7
®
Myth
Projects succeed if t...
www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011
8
®
Myth
Projects are linear p...
www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011
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The Motivation
 The Assum...
www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011
10
® Four Dimensions for Disti...
www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011
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®
Each Dimension Tells us
W...
www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011
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• Adaptive Planning
• Sel...
www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011
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Myth
Project managers nee...
www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011
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®
The Strategic Project Lea...
www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011
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Acknowledgements
Diamond ...
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Dynamic Adaptation

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Dynamic Adaptation

  1. 1. www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 1 ® Adapting Your Project Management Style Ajay B Parasrampuria Founder | Project Management Academy Inc.
  2. 2. www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 2 ® My Observations….. Project Activity is Getting More Important Most Projects Don’t Meet Time and Budget Goals – 50% to 80% Limited Commercial Success – 25% to 60% Most CEOs and major business schools ignore PM
  3. 3. www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 3 ® Most Projects Don’t Make it Why?
  4. 4. www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 4 ® is it because of Tools or the Science? 20% Science/Tech. 80% Art WBS, Gantt, PERT, CPM, PMBOK, …. Uncertainty, Change, Context, Flexibility, Business Focus, Strategy, Motivation, Leadership, Inspiration, Integrity, Trust, Communication, … Why?
  5. 5. www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 5 ® What is the Traditional Discipline of Project Management (TPM) Telling us? What is the Reality?
  6. 6. www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 6 ® TPM Evolved as… (The Myths) Efficiency Based Process Based One Size Fits All No Specific Business Focus
  7. 7. www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 7 ® Myth Projects succeed if they meet time, budget, and performance goals Reality Projects must meet multiple success criteria, including business results and customer satisfaction Budget Time Scope Project Success Efficiency Customer Business Future Team Myth 1
  8. 8. www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 8 ® Myth Projects are linear predictable, and certain. You need a fixed and rigid plan. Reality Projects are non-linear, unpredictable, and uncertain. You need a flexible and adaptive plan and management style. Myth 2 One size fits all Projects differ, and you must adapt your project management style to the environment, product, and task Myth 3
  9. 9. www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 9 ® The Motivation  The Assumption  Different projects are managed in different ways.  The literature and the discipline assume  “a project is a project is a project.”  There is no accepted framework  The Need  A framework to distinguish among projects  Practical guidelines on how to manage projects in different ways
  10. 10. www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 10 ® Four Dimensions for Distinction Among Project Types Complexity – How complex is the system and its subsystems Pac e Array System Assembly Component Complexit y Novelt y Technolog y Derivative Platform New to Market New to World Super-High Tech High-Tech Medium-Tech Low-Tech Regular Fast/ Competitive Time-Critical Blitz Pace – How Critical is the Time frame Novelty – How new is the product to customers and users Technology – How much new technology is used
  11. 11. www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 11 ® Each Dimension Tells us What to Do Pace Array System Assembly Component Complexit y Novelty Technology Derivative Platform New to Market New to World Super-High Tech High-Tech Medium-Tech Low-Tech Regular Fast/ Competitive Time-Critical Blitz Later design freeze More design cycles Less market data Later requirement freeze Autonomy Time control Complex organization Formality
  12. 12. www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 12 ® • Adaptive Planning • Selecting PM Style • Communication Language • Putting a Project Back on Track • Retrospective Analysis Diamond Helps in
  13. 13. www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 13 ® Myth Project managers need to get the job done, on time, budget, and specifications Reality Project managers need to care about the business results of their project - They are mini CEOs Transform Traditional Project Management to Strategic Project Leadership® Myth 4
  14. 14. www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 14 ® The Strategic Project Leadership® World Get Business Result Expect Change Get the Job Done Traditional Project Management Dynamic Adaptation Strategic Leadership
  15. 15. www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 15 ® Acknowledgements Diamond Model and Strategic Project Leadership ® (SPL) framework and methodologies has been developed and is copyright of Dr. Aaron J Shenhar Professor of Project and Program Management - Rutgers Business School Founder and Global CEO – The SPL Group Until 2008 he was Institute Professor of Management and the founder of the project management program at Stevens Institute of Technology. He holds five academic degrees in engineering and management from Stanford University and the Technion in Israel. He was the first recipient of the PMI® Research Achievement Award, and the IEEE Engineering Manager of the Year Award. Prior to his academic career, Dr. Shenhar accumulated 18 years of technical and management experience SPL Global Customer Companies include: Intel | Dow Jones &Co.| NASA | NSA |ISO | Merck, Johnson & Johnson| Microsoft |BG Group|3M | Honeywell | AT&T | BMG Entertainment | Becton Dickinson| Compaq Computer | Trane | US Army PM Academy is the strategic partner of SPL Group and is authorized to provide SPL education, certification and services in India and Asia Pacific.

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