Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Apm thought leadership forum
Similar to Apm thought leadership forum (20)
Recently uploaded
Recently uploaded (17)
Apm thought leadership forum
- 1. APM Corporate Partners Forum Birmingham Town Hall Welcome!
- 6. Caffeine Rush Regional Roundtable findings with Richard Young
- 7. APM Corporate Partners Forum Lessons from listening
- 8. Meet the ingenue… • Richard Young, consulting editor of Project • A year ago, I knew little about the PM discipline… • …but I am an ‘accidental project manager’… • …and hosting discussion groups for PMs has been an eye-opener
- 10. London: the board agenda • Clarity on sponsor or ‘project champion’ is key • Softer skills such, emotional intelligence and personality matter • Use digital tools to deliver timely information • Don’t be afraid to deliver the bad news • Talk the board’s language “The typical relationship with the board tends to be ‘come and explain yourself’ when something has gone wrong.”
- 12. Bristol: planning in a disruptive age • Information and data are not always intelligence • Do the simple stuff correctly • Blend agile with other PM techniques • Develop confidence in making decisions • PM needs leadership, especially as processes automate “Agile is often shorthand for ‘quicker and cheaper’. There’s a danger of if everyone runs off to do ‘agile’ in their own way.”
- 14. Leeds: where next for the PM profession? • Skills shortages • Need for young talent • Beyond engineering, towards dedicated PM • Sell major projects • Agile and tech must be married to professionalism “What it all boils down to is delivering change at pace.”
- 15. What I learned… • PM has always been disciplined and professional, but must continue to be more so • PM gains from the involvement of different professions, but needs a core of dedicated PM professionals • Alongside core skills, PM – like all professions – increasingly needs soft skills such as influencing, communication and EI • Career structures are essential – including mentoring, coaching, training and development
- 16. David Rowan The game has changed - The trends shaping 2018 and beyond
- 18. Fireside Chat David Rowan interviews Tim Banfield Pam Gregory Naaman Tammuz
- 20. Lunch
- 21. Welcome back
- 22. Dr Mark Batey Adding Value : Creativity & Innovation
- 23. Dr Mark Batey CPsychol AFBPsS • Creativity, Innovation & Leadership specialist – Alliance Manchester Business School • BBC, FT, Forbes, The Times, The Independent, The Telegraph, The Guardian, The Moscow Times, Wall Street Journal, Gulf News, South China Post, etc. • AB InBev, Bank of America, Bao Steel, BBC, BP, Channel 4, G4S, Industrial & Commercial Bank of China, JC Decaux, Johnson & Johnson, Reading Football Club, Rolls-Royce, Sony Music Entertainment, Suez, SyCo TV, Tesco, Thales, United Utilities, Zain and Zurich
- 24. Dr Mark Batey CPsychol AFBPsS
- 25. Dr Mark Batey CPsychol AFBPsS @markbatey @drmarkbatey
- 26. Objective • Learn new tools and feel confident to use them again • Apply the new tools to an Innovation Challenge
- 27. • Learn new tools and feel confident to use them again • Apply the new tools to an Innovation Challenge • Learn new tools to add to Brainstorming Objective
- 28. Outline • 5 key principles for creativity and innovation • What will it look like? • Apply new tools to your innovation challenge
- 29. Outline • 5 key principles for creativity and innovation • What will it look like? • Apply new tools to your innovation challenge • Attempt to keep up!
- 30. Creativity is the capacity to develop ideas to solve problems and take advantage of opportunities Innovation is the application of creativity that leads to a new and useful concept, product, service or process
- 31. Key concepts 1. Connections 2. Chain Reactions 3. Strength in Diversity 4. Strengths are Weaknesses Too 5. The Creative Problem Solving Process
- 32. Connections
- 33. Chain Reactions
- 38. Creative Problem Solving Process The Creative Problem Solving Process+ 4 Tools 1. Kipling Method 2. Picturestorming 3. Attribute Listing 4. Dot Voting ! ! Accumulation Generation Evaluation Incubation
- 39. The challenge
- 40. Kipling method – to gain insight
- 41. Picture & Brainstorming – to get the ‘big idea’
- 42. Dot Voting – to quickly evaluate
- 43. Attribute Listing – to get into the detail
- 45. Your Innovation Challenge Choose 1 How to improve communication and understanding in a ‘team’ of often remote, diverse stakeholders? How to add value when much of the work of a project manager can be automated? How to find the balance between the need to experiment and innovate with the need to 'get it right first time’?
- 46. Outline • 5 key principles for creativity and innovation • What does it look like? • Apply new tools to your innovation challenge
- 48. I have six honest serving men They taught me all I knew I call them What and Where and When And How and Why and Who Kipling method – for insight
- 49. Kipling method – for insight What What is the problem? What is going on? What have we tried? What have we assumed? What if we do nothing? Where Where does it happen? Where should we start? Where is the risk? Where should we avoid? Where will we find inspiration? When When does it happen? When doesn’t it? When is it crucial? When should we start? When must we finish? How How can we avoid this? How can we be faster? How can we do it? How to cascade? How to ensure viability? Why Why important? Why do it at all? Why us? Why is this an issue? Why now? Who Who is responsible? Who is implicated? Who is effected? Who needs to know? Who can we talk to? Write the ‘key’ answers onto a separate sheet
- 50. What What is the problem? What is going on? What have we tried? What have we assumed? What if we do nothing? Where Where does it happen? Where should we start? Where is the risk? Where should we avoid? Where will we find inspiration? When When does it happen? When doesn’t it? When is it crucial? When should we start? When must we finish? How How can we avoid this? How can we be faster? How can we do it? How to cascade? How to ensure viability? Why Why important? Why do it at all? Why us? Why is this an issue? Why now? Who Who is responsible? Who is implicated? Who is effected? Who needs to know? Who can we talk to? Write the ‘key’ answers onto a separate sheet questions here answers here Kipling method – for insight
- 51. Creative Problem Solving Process GENERATION – PICTURESTORMING ! ! ! ! ! ! 1. Kipling Method 2. Picturestorming 3. Attribute Listing 4. Dot Voting ! ! Accumulation Generation Evaluation Incubation
- 52. Picture & Brainstorming – to get the ‘Big idea’ • Use to identify key broad themes – “What’s the Big Idea?” • Spend 2 minutes on your own writing or drawing lots of pictures for ideas, solutions and suggestions for the challenge • Taking turns, each person shows one of their pictures and explains what it means. Put the idea onto flipchart paper. Do not evaluate! • Go around the group sharing one idea/picture at a time • You might create clusters or themes • Keep generating more options and ideas – what more can you add? • You will need to do a quick vote to identify what to work on next
- 53. • Use to identify key broad themes – “What’s the Big Idea?” • Spend 2 minutes on your own writing or drawing lots of pictures for ideas, solutions and suggestions for the challenge • Taking turns, each person shows one of their pictures and explains what it means. Put the idea onto flipchart paper. Do not evaluate! • Go around the group sharing one idea/picture at a time – collect duplicate ideas • You might create clusters or themes • Keep generating more options and ideas – what more can you add? • You will need to do a quick vote to identify what to work on next Picture & Brainstorming – to get the ‘Big idea’
- 54. Creative Problem Solving Process GENERATION _ ATTRIBUTE ! ! ! ! ! 1. Kipling Method 2. Picturestorming 3. Attribute Listing 4. Dot Voting ! ! Accumulation Generation Evaluation Incubation
- 55. Attribute listing Make sure you have chosen 1 ‘Big Idea’
- 56. Attribute listing – to get into the detail Write down what you know... What you already do or… What you would do Get into the detail THEN… What could be different? Don’t accept your first connections Use the diversity in the group Don’t evaluate
- 57. Attribute listing – to get into the detail • Use this tool to ‘get into the detail’ of the ‘Big Idea’ • First, write down everything that you know about the ‘Big Idea’ in the left hand column. Sometimes, you might need to write down lots of details – avoid broad categories if you can • After completing the ‘know’ column, write down in the right hand column all the ways that it could be different. Remember, do not evaluate at this stage • Continue to work together in a group to build on your ideas. You might combine or cluster different ideas together • You will need to do a quick vote to identify what to share with the other groups
- 58. Creative Problem Solving Process EVAUATION ! 1. Kipling Method 2. Picturestorming 3. Attribute Listing 4. Dot Voting ! ! Accumulation Generation Evaluation Incubation
- 59. Dot voting • Decide what the criterion for voting should be (e.g. most innovative) • Select the number of votes that each member of the group will have to use. Typically this will be between 3 and 5 votes per group member • Everybody grab a pen and use a dot to register your vote • You can vote for a single idea or spread out votes evenly • What got the most votes? • Sometimes you might want to repeat the process multiple times, using a different criterion each time • Now decide what to do next. You might need to accumulate more insight, generate even more options or move to implementation.
- 61. Whatnext? Adding Value: Fostering Creativity and Innovation By Dr Mark Batey Coaching leaders and teams Helping teams develop strategies and new products Management events and speaker Helping organisations shape culture for creativity and innovation
- 63. Sarah Coleman: The evolution of Project Leadership
- 64. Project Leadership Sarah Coleman Director, Business Evolution Ltd Fellow and former NED, Association for Project Management Chartered Fellow, Chartered Management Institute Visiting Fellow, Cranfield University Author “Project Leadership” (Gower, 2015) “Organizational Change Explained” (Kogan Page, 2017)
- 65. Born to lead?
- 66. Attila’s leadership competency framework… • Loyalty • Courage • Desire • Emotional stamina • Physical stamina • Empathy • Decisiveness • Anticipation • Timing In order to skilfully lead our nation, we must have chieftains who possess, among others, the following essential qualities, which through experience become mastered skills: • Competitiveness • Self-confidence • Accountability • Responsibility • Credibility • Tenacity • Dependability • Stewardship Source: Roberts, W (1987) The Leadership Secrets of Attila the Hun, Warner Books Inc
- 70. Questions ….. • What project leadership competencies does your organisation prize? • Which of these are over and above competencies for: – Project management – Functional leadership? • What’s the extra essence that project leaders/leadership brings to the organisation?
- 71. resides with specific individuals linked to & validated by formalised role, title, hierarchy centralised, command & control the “lone”/maverick hero unconscious bias? Traditional vs New views of leadership …..
- 72. New types of leadership ….. New schools of thought in leadership emphasise the social and ethical behaviour of leaders: • emotionally intelligent leadership • servant leadership • authentic leadership • collaborative leadership • incomplete leadership • Etc. Source: www.hbr.org/2017/09/bruce-springsteen-artful-leadership-and-what-rock-star-bosses-do
- 73. IQ: 120 EQ: 0
- 74. What makes the difference?Need Description: looking for Shadow side: under stress Certainty Familiar, secure, safe, equilibrium Excessively rigid, inflexible. Details and specifics become important for a sense of control Variety Stimulating, new challenges, invigorating, exciting Bored, unable to focus, disengaged, disruptive Significance Feeling heard, valued, recognized, respected Demanding, overbearing; withdrawn, moody Love & Connection Part of a team, supported, sharing challenge, not alone Sharing negative feelings so impacting others’ energy levels and attitudes Growth Learning, evolving, discovering, interested, curious Bored, challenged to focus, stagnating Contribution Making a difference, giving, thinking outside of own needs Loss of sense of purpose, lose the bigger picture
- 75. ….. implications for behaviours For the future ……
- 76. For the future ….. • What do you anticipate your project leaders will need to do differently? • What will you need to do differently to accommodate the new generation of project leaders?
- 77. Neil Snowball From Theory to Application : Project Management in action
- 98. Richard Young & Neil Snowball Q&A
- 99. Corporate Partners Forum Wrap Up with Richard Young
- 100. Thank you for your time, energy & participation!
Editor's Notes
- Our agenda for the day.
- 5minute
- 5minute
- New to the PM industry Ears open is my first instinct as a journalist and editor APM Forums for corporate partners a perfect opportunity Hear a lot about “accidental project managers” and meet many in financial management, PE, market research and HR… And the PTA! So what did hearing “non-accidental” PMs teach me?
- The first question: does the senior leadership team really understand what PM is (and isn’t) Board buy-in – and buy-in generally – really requires soft skills. The biggest of these is communication – not just saying the right things are the right time, but selling PM’s importance and achievements That also means identifying and winning over key stakeholders – often a diverse group It’s also a balancing act – PM leads can become a political football kicked between different sponsors Good governance structures can help - as can aligning a project around a single, clear board-level owner “When the board comes asking for the project management function, I think we are starting to make it.” Know the boards pressure points (time, cost and quality especially) and work out what language and news spurs attention and action Don’t sugar-coat comms – bad news needs to be fronted up - but also be positive and solution-focused
- Velocity, uncertainty, complexity, ambiguity (VUCA) defines our age Disruption means budget pressure, shifting customer expectations, need to maximise resources and more Lots of innovation related to explosion of data and information – as much a challenge as an opportunity Discipline required to make decisions that are sustainable when the time and change pressure is on – Hinkley C being prime example PMs can use the disciplines they learn and wider experience to make better, faster decisions even as the landscape shifts around them Defining terms like “agile” more clearly and consistently is vital Disruptive technologies, regulation and business models are something we have to deal with; disruptive behaviours are not Equally, not every technology is a game-changer. Lots of them are fads PM is also being disrupted – especially through automation – but that’s actually heightening the need for informed PM leadership; stakeholder management particularly
- Key points from Leeds: Skills development is one of the major challenges facing the industry Lots of people playing at PM – but finding the time to layer in disciplines and training tough in fast moving, hard-working environments It’s not just about engineers and other “professions” coming in – attracting people with those softer skills Vital to mentor and develop PM people But need to develop the PM infrastructure widely, too – with supply chain And creating awareness of the professional disciplines – on a level with a structural engineer or a software developer That’s clarifying the PM profession as a “First choice” career – not an evolution of something else For those people, simply taking the qualifications and memorising the PM disciplines is not enough – we have a duty to look at behaviour and psychology too And also for organisations, and their PM teams, to be modern – building project brands, embracing agile approaches and new tech Consistent approach to PM vital – especially in the age of JVs and big consortia
- In many ways, PM is like many of the professions I work with Like Internal Audit, it needs to understand everything it touches and help operational people develop discipline Like market research, the profession needs to spread discipline and process to people who think they can “just do it” Like the finance function, it must influence different parts of an organisation without constraining them Like IT, it must adapt quickly to innovative developments, but also delivery sustainable, well-documented outcomes
- icebreaker
- Which tools will you use?