Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

DPM UK: Stealing Project Management Lessons from Artificial Intelligence

9,055 views

Published on

Slides from today's talk at the Digital Project Management UK conference, on what project management lessons we can steal from artificial intelligence.

Published in: Leadership & Management

DPM UK: Stealing Project Management Lessons from Artificial Intelligence

  1. 1. Meri Williams, ChromeRose @Geek_Manager STEALING PM LESSONS FROM ARTIFICIAL INTELLIGENCE DPM:UK Manchester, Jan 2015
  2. 2. Meri Williams, ChromeRose @Geek_Manager http://www.flickr.com/photos/kodomut/3667608102/
  3. 3. Meri Williams, ChromeRose @Geek_Manager Artificial Intelligence Project Management MY RESEARCH
  4. 4. Meri Williams, ChromeRose @Geek_Manager
  5. 5. Meri Williams, ChromeRose @Geek_Manager https://www.flickr.com/photos/tbisaacs/4083598572/
  6. 6. Meri Williams, ChromeRose @Geek_Manager TRADITIONAL PROJECT MANAGEMENT OFTEN SEEMS OF THE OPINION THAT THE PROCESS IS SOUND AND ADHERENCE IS THE PROBLEM
  7. 7. Meri Williams, ChromeRose @Geek_Manager
  8. 8. Meri Williams, ChromeRose @Geek_Manager https://www.flickr.com/photos/imagesbywestfall/3658162161/
  9. 9. Meri Williams, ChromeRose @Geek_Manager ROBOTS/AGENTS HAVE NO PROBLEMS BEING PATIENT, LOGICAL OR RATIONAL, AND CAN WORK 24/7/365… … BUT IT STILL DIDN’T WORK
  10. 10. Meri Williams, ChromeRose @Geek_Manager
  11. 11. Meri Williams, ChromeRose @Geek_Manager
  12. 12. Meri Williams, ChromeRose @Geek_Manager 1) AUTONOMY (AGENTS) 2) MASTERY (MACHINE LEARNING) 3) RE-CREATION (MACHINE INTELLIGENCE)
  13. 13. Meri Williams, ChromeRose @Geek_Manager 1) FIRST LET’S LOOK AT AUTONOMY AND AGENTS
  14. 14. Meri Williams, ChromeRose @Geek_Manager
  15. 15. Meri Williams, ChromeRose @Geek_Manager
  16. 16. Meri Williams, ChromeRose @Geek_Manager ENABLING AGENTS TO MAKE DECISIONS AND ACT INDEPENDENTLY BUT ALWAYS TOWARDS A COMMON GOAL LEADS TO COMPLEX, SUCCESSFUL ACTION
  17. 17. Meri Williams, ChromeRose @Geek_Manager
  18. 18. Meri Williams, ChromeRose @Geek_Manager FOCUS ON THE WHY (THE GOAL) AND ENABLE THE WHAT AND THE HOW TO BE DEFINED BY THOSE DOING THE WORK, AS MUCH AS POSSIBLE
  19. 19. Meri Williams, ChromeRose @Geek_Manager THIS IS WHY I LOVE USER STORIES As a <type of user>, I want to <do something>, So that <some value is created>. https://www.flickr.com/photos/psd/8591351239/
  20. 20. Meri Williams, ChromeRose @Geek_Manager
  21. 21. Meri Williams, ChromeRose @Geek_Manager CLUE / SKILLS MATRIX
  22. 22. Meri Williams, ChromeRose @Geek_Manager
  23. 23. Meri Williams, ChromeRose @Geek_Manager http://www.flickr.com/photos/8250578@N06/8625641442/
  24. 24. Meri Williams, ChromeRose @Geek_Manager
  25. 25. Meri Williams, ChromeRose @Geek_Manager http://www.flickr.com/photos/provoost/2246718091/
  26. 26. Meri Williams, ChromeRose @Geek_Manager https://www.flickr.com/photos/wonderlane/37531816/
  27. 27. Meri Williams, ChromeRose @Geek_Manager HUMAN SKILL DEVELOPMENT
  28. 28. Meri Williams, ChromeRose @Geek_Manager 2) HOW DO MACHINES LEARN? MASTERY & MACHINE INTELLIGENCE
  29. 29. Meri Williams, ChromeRose @Geek_Manager
  30. 30. Meri Williams, ChromeRose @Geek_Manager MACHINE LEARNING IS FASCINATING • Supervised (teacher-student model) • Unsupervised (learn-from-data model) • Reinforcement (learn-by-doing model) • Developmental (learn-enough-to-set- up-more-learning-for-yourself model)
  31. 31. Meri Williams, ChromeRose @Geek_Manager
  32. 32. Meri Williams, ChromeRose @Geek_Manager
  33. 33. Meri Williams, ChromeRose @Geek_Manager
  34. 34. Meri Williams, ChromeRose @Geek_Manager WE’RE GOOD AT WHAT WE PRACTISE, PROVIDING WE CAN LEARN FROM IT
  35. 35. Meri Williams, ChromeRose @Geek_Manager DELIBERATE PRACTICE • You must be motivated to attend to the task and exert effort to improve your performance. • The design of the task should take into account your pre-existing knowledge so that the task can be correctly understood after a brief period of instruction. • You should receive immediate informative feedback and knowledge of results of your performance. • You should repeatedly perform the same or similar tasks.
  36. 36. Meri Williams, ChromeRose @Geek_Manager MODELS OF DELIBERATE PRACTICE • Sports Model – analogous to conditioning • Chess Model – what did the grand master do? • Music Model – chunking & mental rehearsal
  37. 37. Meri Williams, ChromeRose @Geek_Manager IS THE WORK DESIGNED IN A WAY THAT MAKES IT EFFECTIVE DELIBERATE PRACTICE?
  38. 38. Meri Williams, ChromeRose @Geek_Manager https://www.flickr.com/photos/psd/8451589322/
  39. 39. Meri Williams, ChromeRose @Geek_Manager https://www.flickr.com/photos/psd/8002453131
  40. 40. Meri Williams, ChromeRose @Geek_Manager AS AN ASIDE… DO RETROSPECTIVES DURING PROJECTS RATHER THAN POST MORTEMS AFTER FOR A POST MORTEM, FIRST SOMETHING HAS TO DIE
  41. 41. Meri Williams, ChromeRose @Geek_Manager 3) RE-CREATION (MACHINE INTELLIGENCE)
  42. 42. Meri Williams, ChromeRose @Geek_Manager
  43. 43. Meri Williams, ChromeRose @Geek_Manager
  44. 44. Meri Williams, ChromeRose @Geek_Manager
  45. 45. Meri Williams, ChromeRose @Geek_Manager
  46. 46. Meri Williams, ChromeRose @Geek_Manager MACHINES ARE LIMITED. SO ARE PEOPLE, WHEN WE TREAT THEM LIKE MACHINES.
  47. 47. Meri Williams, ChromeRose @Geek_Manager WE ALL HATE BAD BOSSES WE DESCRIBE THEM AS • Clueless • Empty suits • Pointless • Seagulls
  48. 48. Meri Williams, ChromeRose @Geek_Manager
  49. 49. Meri Williams, ChromeRose @Geek_Manager Across industries, across countries, the best performing teams answer certain questions positively
  50. 50. Meri Williams, ChromeRose @Geek_Manager Predictors of High Performance 1. Do I know what is expected of me at work? 2. Do I have the materials & equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last 7 days, have I received recognition or praise for good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who cares about my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel like my work is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last 6 months, have I talked with someone about my development? 12. At work, have I had opportunities to learn and grow?
  51. 51. Meri Williams, ChromeRose @Geek_Manager
  52. 52. Meri Williams, ChromeRose @Geek_Manager UNDERSTAND MOTIVATION • Purpose • Autonomy • Mastery
  53. 53. Meri Williams, ChromeRose @Geek_Manager MOTIVATION = + PURPOSE (Do I believe in WHY?) + AUTONOMY (Do I get a say in WHAT?) + MASTERY (Am I proud of HOW?) - ANY NEGATIVE FACTORS THAT DETRACT
  54. 54. Meri Williams, ChromeRose @Geek_Manager Predictors of High Performance (remix) PURPOSE • Does the mission/purpose of my company make me feel like my work is important? AUTONOMY • Do I know what is expected of me at work? • At work, do my opinions seem to count? MASTERY • Do I have the materials & equipment I need to do my work right? • At work, do I have the opportunity to do what I do best every day? • Is there someone at work who cares about my development? • Are my co-workers committed to doing quality work? • In the last 6 months, have I talked with someone about my development? • At work, have I had opportunities to learn and grow?
  55. 55. Meri Williams, ChromeRose @Geek_Manager And What Else? OTHER FACTORS: • In the last 7 days, have I received recognition or praise for good work? • Does my supervisor, or someone at work, seem to care about me as a person? • Do I have a best friend at work? ESSENTIALLY, AM I RESPECTED & REWARDED HERE? CAN I BE MYSELF AND SUCCEED HERE? I CALL THIS INCLUSION.
  56. 56. Meri Williams, ChromeRose @Geek_Manager The Most Important Question Best predictor of recruitment AND retention? Someone’s ability to agree with: “Someone like me can be successful here”
  57. 57. Meri Williams, ChromeRose @Geek_Manager CREATE SPACE FOR YOUR TEAM TO BE THE BEST THEY CAN BE Your job as a project manager…
  58. 58. Meri Williams, ChromeRose @Geek_Manager As a PM, Ask Yourself • Do my team know WHY we are doing this? • Do my team get a say in the WHAT? In doing the right thing? • Do my team get opportunities to do the thing right? And to get better at the HOW? • Do we do a good job of making all our different people feel included & like they BELONG HERE? (PURPOSE) (AUTONOMY) (MASTERY) (INCLUSION)
  59. 59. Meri Williams, ChromeRose @Geek_Manager EVERY ROLE IS CAPABLE OF VIRTUOSITY
  60. 60. Meri Williams, ChromeRose @Geek_Manager SPACE TO BE AWESOME = + PURPOSE (Do I believe in WHY?) + AUTONOMY (Do I get a say in WHAT?) + MASTERY (Am I proud of HOW?) + INCLUSION (Do I BELONG HERE?) - ANY NEGATIVE FACTORS THAT DETRACT
  61. 61. Meri Williams, ChromeRose @Geek_Manager TO RECAP: KEY LESSONS WE CAN STEAL FROM AI AND USE IN PM
  62. 62. Meri Williams, ChromeRose @Geek_Manager KEY LESSONS 1. Autonomy matters (because change happens) 2. Communicate purpose & goals (why & what) 3. Let individuals define the how (bonus: motivation!) 4. Help design work as deliberate practice 5. Help teams assess & improve as they go (retros > post mortems) 6. Awesome = purpose + autonomy + mastery + inclusion
  63. 63. Meri Williams, ChromeRose @Geek_Manager https://www.flickr.com/photos/colmsurf/144455160/ YOU CAN’T HOLD BACK THE OCEAN, BUT YOU CAN LEARN TO SURF
  64. 64. Meri Williams, ChromeRose @Geek_Manager

×